insert procurement event name here procurement plan presentation
TRANSCRIPT
Insert Procurement Event Name Here
Procurement Plan Presentation
PPR006 - Procurement Plan Presentation 2
Contents
IntroductionsOverviewScopeGovernancePeople ManagementProcurement StrategySourcing StrategySchedule ManagementFinancial ManagementQuality ManagementRisks, Issues and Dependencies ManagementChange ManagementCommunications ManagementClose
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Welcome and Introductions
Introductions of the meeting participants and welcoming of everyone to the meeting by the procurement manager and the business sponsor.
The purpose of the presentation is to detail how this procurement event will be executed, monitored and controlled as well as the structures and processes that will be followed in order to facilitate a successful outcome.
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Overview
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Description Insert a brief description of the procurement event here
Business Context Insert a brief description of the business context for procurement event here
Business Benefits List the key business benefits of the procurement event here
Objectives List the key objectives of the procurement event here
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Scope
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High-level Scope
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Scope (continued)
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In-scope Provide a detailed list of the in-scope elements of the procurement event here
Out-of-scope Provide a detailed list of the out-of-scope elements of the procurement event here
Assumptions List the key assumptions of the procurement event here
Constraints List the key constraints of the procurement event here
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Governance
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Governance Structure
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Governance (continued)
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Business Sponsor is the owner of the procurement event on behalf of the client organisation.
Procurement Governance Group provides validation, guidance and clearance of roadblocks for the procurement manager and the procurement team.
Procurement Manager manages the entire operation of the procurement event in the same manner a project manager would manage a project.
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People Management
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Working Teams provide subject matter expertise and support to the evaluation teams and the procurement manager.
Technical Evaluation Team is responsible for detailed analysis and evaluation of the technical aspects of bids.
Commercial Evaluation Team is responsible for detailed analysis and evaluation of the commercial and financial aspects of bids.
Negotiation Team is responsible for negotiating the final outcome with the leading bidder(s).
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Procurement and Sourcing Strategies
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Procurement Strategy Provide details of the procurement strategy for the procurement event here, including the required duration of the resultant contracts.
Sourcing Strategy Provide details of the sourcing strategy for the procurement event here, including the duration which the RFx will remain open.
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Schedule Management
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High-level Schedule A schedule is required to manage the timing of the procurement event allowing all stakeholders to know when they should expect certain activities which require their input and to report progress to management against plan.
Milestones Briefly discuss the key milestones of the procurement event and their implications.
Deliverables Briefly discuss the key deliverables.
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Financial Management
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High-level Financials A financial plan is required to manage sub-process-by-sub-process, as well as overall forecast cost breakdowns, for the procurement event allowing management to know how the procurement event is tracking against plan.
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Quality Management
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Learnings is to capture the lessons of the procurement event as it progresses rather than try to recall all lessons at the end.
Procurement Event Review is the last step in the procurement management process and represents the confirmation of realisation of benefits at the business and organisational level.
Quality is managed throughout the life of the procurement event and is an integral part of the governance framework. The information provided should be consistent with the company’s policy on quality.
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Risks, Issues and Dependencies Management
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Risks • Managed using company’s risk management policy• Each risk is rated low, medium, high or extreme based on likelihood and consequences• Managed continuously and formally reviewed fortnightly
Issues• Managed using company’s issues management policy• Each issue is rated green, yellow or red• Managed continuously and formally reviewed fortnightly
Dependencies• Managed using company’s dependencies management policy• Each dependencies is rated green, yellow or red• Managed continuously and formally reviewed fortnightly
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Change Management
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Change• Managed using company’s change management policy• Each change will be represented in a change request form and presented to the procurement
governance group and business sponsor for approval• Each change is recorded in a change register
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Communications Management
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Reporting
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Communications Management (continued)
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Meetings
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Q and A Session
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Close
21 December 2014