Marc Hutchinson FCIPS CEng EMBA

📊 Drowning in data, but starving for insight? Latest post from Alliance Procurement Solutions Ltd We see this every day — businesses with systems full of reports, but no clear view of what’s really going on. Our latest post explores why Business Intelligence needs to do more than just look good — it needs to work harder. Because real value comes from clarity, action, and better decisions. 🔍 Discover how APS is helping leaders move beyond dashboards to insight that drives profitability, productivity, and sustainable growth. 👉 Read the full article: https://lnkd.in/ekSdm5rU #BusinessIntelligence #SMEs #iQMN #APS #DataClarity #DigitalTransformation #SMEgrowth #OperationalExcellence #ProcurementSolutions

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Procurement capability is becoming a board-level issue. Not because hiring is hard. But because the skills required have fundamentally changed. - Digital procurement. - AI-enabled insight. - ESG accountability. - Supplier risk resilience. And yet, more than half of UK hiring managers report difficulty securing procurement talent. At the same time, regulatory expectations continue to rise under the Procurement Act 2023, while global competitors accelerate their digital transformation. This isn’t a short-term recruitment cycle. It’s a structural capability shift. The question leaders need to ask isn’t: “How do we fill this vacancy?” It’s: “What will our procurement function need to look like in three years and are we building that now?” Take a look below where we outline the strategic actions forward-thinking organisations are taking to close the gap from upskilling and succession planning to specialist hiring and workforce mapping. Where is the most significant capability pressure in your organisation right now, digital, ESG, leadership pipeline, or something else? Let us know your thoughts below. ⤵️ #ProcurementLeadership #SupplyChainStrategy #TalentStrategy #DigitalTransformation #ESG

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Digitisation has been one of the top priorities for procurement for a number of years according to many reports including Economist Impacts study into procurement https://buff.ly/JP6uE6s So how can procurement address this, at a fundamental level rather than a bolt on. At WPC last year i sat down with SAP's Baber Farooq who gave a structured approach for procurement leaders.

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GOOD PROCUREMENT BRINGS GOOD SERVICE It may be obvious, but good procurement is key to getting good service Prioritising collaboration over rigid input based contracts, enables organisations to use supplier expertise and create solutions that deliver mutual benefit Based on experience with large and complex contracts, selecting the right supplier is best accomplished through a five-stage approach: 1)  Soft Market Testing 2) Request for Information 3) Tender / Bidding 4) Post Bid Analysis 5) Bidder Selection This structured approach offers real benefits.   - Buyers get robust information to make informed decisions - Suppliers only need invest resources only in opportunities they can realistically win. Although procurement costs may be significant, they represent a small fraction of delivery costs and the strategic value generated. SOFT MARKET TESTING A conversation with selected suppliers to understand what they think and can do e.g. -  What will make the contract work -  Levels of interest -  Views on market trends and likely risks This informal process helps you sell the contract to them (remember they have to want to bid for it), and builds engagement in the sourcing process REQUEST FOR INFORMATION A formal questionnaire which determines the suitability of potential suppliers e.g: -  Financial standing -  Experience -  Capability (now and future) -  Culture and innovation This refines the bidder list as well as providing objective justifications for selections in case of challenge TENDERS / BIDDING Formal proposals for doing the work from potential suppliers e.g. -  Competitive tenders -  Negotiations -  E-auctions Always develop clear specifications, ideally output-based, that let bidders know what they are bidding for and use their knowledge.  Never use generic templates or AI-generated content without customisation. Specifications must reflect your organisation's unique needs to ensure the right service standards and value POST BID ANALYSIS Objective evaluation of bidder proposals e.g. -  Financial proposals -  Service proposals -  Proposals for adding value -  People and sustainability proposals Use objective, pre-determined selection criteria with weighted scoring to assess bids fairly and justify supplier selection based on organisational priorities BIDDER SELECTION Based on the information gathered in the previous steps a service provider can be selected who id: -  The right fit -  The right value -  Delivers the right service quality -  Brings added value opportunities While no procurement process guarantees perfect outcomes, a rigorous and transparent approach increases success rates, enhances value, and enables future improvements   Contact us for advice on how to procure your services to maximise service quality and value.  www.spingate.co.uk   #Procurement #Property #Facilities #Management #FM #Value #Quality   This article reflects personal insights and experience and is not AI-generated

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🌟 Personal Thoughts 🌟 I personally believe that in today’s dynamic procurement and contracts landscape, the “best” strategy is NO longer about choosing one path or following other peers. It is NOT about choosing one over the other, but rather about integrating the three into a holistic, future-proofed model. In other words "it’s about integrating cost, resilience, and intelligence into a unified approach". * Cost Optimization remains essential, but the focus has shifted from lowest price to total value ownership. Balancing lifecycle cost, sustainability, and resilience. In other term "ROI". * Supplier Relationship & Risk Management is now the backbone of value. Strong partnerships, shared risk models, and collaborative innovation are what keep supply chains agile in uncertain times. *Digital Transformation (AI, automation, data-driven procurement) is the true enabler "Worth a seat at CEO table". It empowers procurement teams to predict risks, unlock insights, and scale efficiency like never before. Today, weighing the above priorities are varied between one another, i would generally suggest to be:  🔹 40% Supplier Relationship & Risk Management  🔹 35% Digital Transformation  🔹 25% Cost Optimization The future belongs to procurement functions that move beyond savings and build resilient, intelligent, and value-driven ecosystems.

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The Chartered Institute of Procurement & Supply (CIPS) has released its updated Global Standard, setting a clearer and more future-ready benchmark for skills and competencies across the profession. The new framework introduces four capability levels—Delivering, Managing, Leading and Influencing—plus refreshed competency themes that now integrate ESG, digital capability and innovation. If you’re building your procurement career or developing your team, this update is worth a look. Read the full article: https://lnkd.in/g_qJTeJA

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ISO 31000-2018 Certification and Updated Strategic Procurement Strawman Guidance. Having recently gained accreditation to ISO 31000-2018 'Enterprise Risk Management' I've taken the opportunity to update and re-publish (see link below) the Sourcing Edge 'Strategic Procurement Strawman' to align language and terminology used in the Strawman to the ISO 31000-2018 standard. Those of you that know me will know that a core belief of mine is that the closer the Procurement function can align itself to the overall objectives, opportunities and risk mitigation strategies of the host organisation, then the greater the likelihood that the function can become a valued and trusted partner with key stakeholders of the organisation. https://lnkd.in/gSF7HrTb Trust you will find the strawman useful. #procurement #consultancy #Contractmanagement #SupplyChain #oilandgas

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