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Purchasing and Receiving

Initiative: Strategic Purchasing for Increased Purchasing Power

Strategically leverage FSU’s purchasing power to achieve cost savings while strengthening ties with those suppliers offering quality goods and services.

Key Focus Areas

  • Identify FSU buying trends and market availability for selected goods and services.
  • Maintain diversity goals in purchasing.
  • Negotiate and monitor fair and cost effective contracts with supplies.
  • Implement and deploy a “preferred vendor”/contract governance program.
  • Sustain a high level of competency among purchasing staff in order to transfer knowledge to FSU employees about strategic sourcing procurement.
  • Identify opportunities for collaborative purchasing on a commodity bases as part of a consortium.

Expected Outcome

Increased product volume and purchasing power achieving significant hard dollar savings in key contract areas while maintaining diversity goals and improved procurement to support the University’s academic mission, as evidenced by lower cost benchmarked against non-strategic sourcing cost; sustained diversity goals; increased awareness of strategic sourcing among the FSU purchasing community; the number of successful cost saving purchasing alliances and consortia; and customer satisfaction.

Key Performance Indicators

  • Reduced costs for item purchased
  • Percentage of participants in strategic sourcing
  • Maintenance of diversity goals

Linked Imperatives

  • Pursue Value-Added Business Opportunities

Initiative: Facilitation of E-Procurement

 

Key Accomplishments 2006-2007

Increase the utilization of the internet and P-Card to enhance vendor transactions that secure real time best contract pricing for commodities and services required by the University.

Key Focus Areas

  • Expansion of P-Card usage (SACS)
  • Direct connect to vendor catalogues for ordering
  • Maximization of on-line ordering
  • Updating of Purchasing Vendor File for better reporting
  • Formation of links with key suppliers; promulgation of price agreements through the website and E-procurement

Expected Outcome

Increased cost savings, up-to-date pricing, and efficient buyer/vendor transactions, as evidenced by increased use of the P-Card, reduced time on small dollar orders with no value added, reduction in blanket orders, accurate Minority Business Enterprise (MBE) reporting, increased rebates from P-Card purchases, less time between delivery and payables to vendors, and high customer satisfaction.

Key Performance Indicators

  • Reduced time in purchasing items
  • Reduced time to vendor payable
  • Sustained accuracy in MBE reporting
  • Level of customer satisfaction with E-procurement
  • Percentage of P-Card usage (SACS)
  • Dollar amount of P-Card rebates (SACS)

Linked Imperatives

  • Pursue Value-Added Business Opportunities

 

Initiative: Improved Staff Competencies through Professional Development

Key Accomplishments 2006-2007

Maintain a high level of professional development for staff that sustains the on-going compliance knowledge and application of federal law, state law, and FSU purchasing policies.

Key Focus Areas

  • Increased number of Certified Purchasing Managers (CPMs)
  • Establishment of annual training plan for all staff members with developed list of pertinent courses benefiting Purchasing staff
  • Cross-training of commodity/service/clerical areas
  • Strengthening high competency levels within all areas of the Department
  • Development/implementation of rewards system for employee excellence
  • Development of fact-based negotiation training for agents

Expected Outcome

Sustained compliance and professional development that raises the level of procurement knowledge, skills, and expertise of Purchasing staff to benefit and enhance the procurement process at FSU, as evidenced by number of professional purchasing certifications awarded to staff, establishment of a training schedule, cost reduction as a result of fact-based negotiations, reduced cycle times for procurement, improvement procurement support from suppliers, total compliance with all purchasing laws and policies, and FSU purchasers’ satisfaction with their procurement experiences.

Key Performance Indicators

  • Number of CPMs
  • Number of Purchasing staff trained in fact-based negotiations
  • Establishment of Purchasing training schedule
  • Number of suppliers in procurement support
  • Number of fact-based negotiations that reduce costs
  • Number of citations for non-compliance
  • Satisfaction with the procurement process

Linked Imperatives

  • Pursue Value-Added Business Opportunities
  • Optimize Organizational Performance
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