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Combined Annual Spend >$1Billion

What if the two Bay Area UC campuses could pool their efforts into an integrated Co-operative Procurement and Sourcing Center of Excellence?. Combined Annual Spend >$1Billion. AT&T: good example of power of collective UCB/UCSF spend.

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Combined Annual Spend >$1Billion

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  1. What if the two Bay Area UC campuses could pool their efforts into an integrated Co-operative Procurement and Sourcing Center of Excellence? Combined Annual Spend >$1Billion

  2. AT&T: good example of power of collective UCB/UCSF spend Note: UC Berkeley spends ~$600K with Comcast annually for Internet services Source: UC Berkeley BFS A/P database, UCB Telephony Manager, UCSF procurement spend data

  3. Common Systems Enable User Benefits Major additional benefit: proof of concept for regional centers of excellence 100817-UJ2-Procurement-COE discussion vshare

  4. Although P2P adoption is over 65%, we needed to move to SciQuest Full Suite to address critical unmet needs Addressed by SciQuest Full Suite Solution

  5. For more than a decade, SciQuest has focused on helping academic, healthcare and research-centric organizations of all sizes streamline their procurement and supplier management processes. This concentrated focus has deepened their industry-specific expertise and supplier relationships - and led to a 98% customer satisfaction rate. Sampling of public and research universities using this solution: Who is SciQuest?

  6. Aligns us with broader UC direction UCD UC SciQuest Consortium Centralized Catalog/Contract Mgt. Legacy systems, option for P-card Access to SciQuest under investigation Irvine UCSC UCR UCSD UCB UCSF UCSB UCLA Currently has legacy version of Perfect behind the firewall , ERP project in process, SciQuest a consideration UCOP Merced

  7. Benefits of the Solution • Efficiencies • 24/7 access via the internet • Auto approval abilities to a certain dollar threshold for individuals • Shopper role eliminates duplicate entry • Ease of Use • Shoppable content with UCSF discount pricing • Catalog and non-catalog orders in same page • Visibility • Online history: all information in one spot • Download capability • Speed • Orders are electronically sent to the supplier as soon as approval workflow step is complete • Orders dispatched to vendors 24/7 • Cost Savings • On contract spend • Increased spend visibility will lead to better supplier pricing • Compliance • Policy: built in the system, eliminating the need to train/reinforce with users • Approval levels based on $ limits, commodity

  8. Procure-to-Pay Cycle

  9. BearBuy Roles NEW ROLE • Shopper • Find items and create Shopping Cart(s) • Punch-out and Hosted catalogs available • Forms used to procure Non-Catalog and Specialty Items • Requester • Can also shop in the Marketplace and create Shopping Cart(s) • Enters ChartFields • Submits Shopping Cart(s) as Requisition for approval • Ability to purchase without approval on assigned thresholds • Approver • Reviews Requisition Details • Financial Approval based on ChartFields • Controlled Substance Approval • Commodity Approval • Central Buyer Approval

  10. Simple Approval Workflow Campus Procurement Controlled Substance or Restricted item Procurement Dept Code Approver(s) Shopper Requester Equipment or unit price over $5,000 Independent Consultant Agreement Non-Catalog order $5,000 and over Non-Catalog Order under $5,000 • A Requester will automatically have Shopper Role • Can be the same person PO to Vendor

  11. Single Sign-On Thru MyAccess You can search the Catalog, or Hosted Content to add items to your Shopping Cart.

  12. Catalog Search Results FILTER Product searches return a range of items with UCSF negotiated pricing.

  13. Item Details Many catalog items have rich content and images provided by the supplier.

  14. Shopping Cart All of the items in a cart are shown, and Shoppers can add account details and comments for Approvers to review.

  15. Approval Workflow The Requisition workflow is dependent on several factors, including dollar amount, item type, department, etc.

  16. Lessons learned from P2P: End User involvement and change management are key • When a change initiative fails, it is usually: • NOT design or technology issues • NOT a lack of vision or understanding of the program • It IS often a lack of effective change management. I should have communicated better. People aren’t using the new tool and processes as I expected. If the MSO had just been more public in his or her support. I was undermined by other managers who felt threatened by this change and did not understand where we were going. Next time I will involve more people.

  17. Department User Engaged Sessions • Prototyping 1 and 2: Gathered business requirements • Focus Group 1: Validate and refine business requirements • Participating departments in Prototyping and focus groups:

  18. User Intensive Project Plan Q1 Calendar 2011 Q2 2011 Q3 2011 Q4 2011 Build Go Live Design Validate Test UAT End User Acceptance Testing Prototyping 1 Prototyping 2 Focus Group 1 Focus Group 2 ~~Business Process Transformation~~ Communication, Town Hall, Ongoing Business Process & System Training

  19. Q & A • Contact Information: • BearBuy@ucsf.edu • Vanessa.Wong@ucsf.edu • Jim.Hine@ucsf.edu

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