Identify the principle of purchasing indicating the qualities required in purchased staff.

Include the objectives of purchasing process and smart objectives of purchasing and supply management. 1. Value for money This is achieving the desired outcome at the best possible price. Weighing up the benefits of purchase against the cost of the purchase. Value for money factors needed to be specifically including evaluation criteria and may include: (i) (ii) (iii) Contribution to the achievement of government policy objectives Filtress for purpose Maintenance and running costs order the lifetime of the product (where appropriate) (iv) The advantages of buying locally e.g. Shorter delivery times Local backup and fewicing The inability of space part The contribution to the achievement of government policy objectives which support local business, such as industry development and employment creation. The potential for development Quality assurance Risks The capacity of supplier e.g. the management and technical abilities. Climate change and environment considerations Energy conservation Disposal value creating strategic partnerships and co-operatives product

2. Open and effective competition Ensuring that the purchasing process is impartial, open and encourages competition offers. Using transparent, open, purchasing process so that potential contractors and the public can have confidential applicable avoiding based specifications. Treating all potential suppliers consistently, faily and equitably.

3. Compliance with ethical standards and observing the procurement code of conduct. Ensuring that all purchasing to undertaken in fair and unbiased way and requiring suppliers to act ethically and is accordance with appropriate registration. This includes: Government buyers being fully accountable for the purchasing practices used and the decisions made. Ensuring that decisions are not influenced by self interest or personal gain (government buyers must not accept gifts or any other benefits from suppliers). Indentifying, dealing with and docomating issues relating to actual or perceived conflicts of interest. Maintaining confidentiality Ensuring that all purchasing is undertaken in a in accordance with government policies. Agencies must require suppliers to act ethically and in accordance with relevant legislation such as industrial relation and occupational health and safety legislation 4. Enhancing opportunities for local business. Ensuring that local business that wish to do business with the Government are given the opportunity to do so.

Buyers should actively seek sides from local businesses, particularly from those that have previously requested the opportunity to quote (where local capability exists, are quote should be obtained from local business)

NB: Providing local business with the opportunity to bid is not the same as giving treserace to local business. Objectives of purchasing process 1. All purchases are duly authorized and approved before the goods and services are ordered. 2. All goods received or services rendered are according to specification and in quantities requested for. 3. Liability for all purchaser is accurately reflected in the books of account and that suppliers are paid only accordance with the greed term. 4. Goods ordered are actually received onto some as may be appropriate and relevant accounts records updated accordingly. OBJECTIVE OF PLANNING PROCESS 1. Aligning purchasing goals with strategic objectives i.e. Goals must be SMARTspecific, measurable, attainable, relevant and time sensitive. 2. Analyzing quantity rendor spend. The gathering of critical internal and external data to present stakeholders and ensuring compliances with forms liaries key 3. Parmenting with stakeholders in major supply services categories to intiate pricing proposals process. This includes building formulances, in supply categories that ultimately drive cost down while improving preservance and profitable. 4. Forecasting cost of savings for the execute team for the coming fiscal year. This analysis provides direction for the budgets process.

5. Conducting quately business reviews with all suppliers this includes measurements on delivery quality, response and pricing structure. 6. Providing continual education for all locations on the purchasing process approved renders and methods ordering. This includes education about discretionary spend policy that guides the end users on what to order for many different supply categories. 7. Ensuring continual communication with Executive Team on savings process. Included in this communication is a compliance score card that shows the categories purchasing as well inappropriate spending. SMART OBJECTIVES OF PURCHASING AND SUPPLY MANAGEMENT S-How will the manager know what to do: The verb understand is not really specific. M- How will the manager measure the progress towards achieving this objective? The objective does not have measurable item. A-Is it an achievable objective? If not isnt, item domotivation creeps in R-Is realistic objective. For accible if the manager does not have the skills or resources, the objectives may not be achievable. In the example above, as there is no timeline associated the objective is rague. Also, the manager may not have supported resources. T-By when should the objective be met? Timelne is critical. Humans were towards based on some pressure applied by the time of completion. Hence objectives should be timebounds. REFERENCE Purchase and supply cham management- Analsis, Straen, planning and practice. Fourth Edition By Arjam J. Van Weee.

Identify the principle of purchasing indicating the qualities required in purchased staff. Include the objectives of purchasing process and smart objectives of purchasing and supply management. 5. Value for money This is achieving the desired outcome at the best possible price. Weighing up the benefits of purchase against the cost of the purchase. Value for money factors needed to be specifically including evaluation criteria and may include: (v) (vi) (vii) Contribution to the achievement of government policy objectives Filtress for purpose Maintenance and running costs order the lifetime of the product (where appropriate) (viii) The advantages of buying locally e.g. Shorter delivery times Local backup and fewicing The inability of space part The contribution to the achievement of government policy objectives which support local business, such as industry development and employment creation. The potential for development Quality assurance Risks The capacity of supplier e.g. the management and technical abilities. Climate change and environment considerations Energy conservation Disposal value creating strategic partnerships and co-operatives product

6. Open and effective competition Ensuring that the purchasing process is impartial, open and encourages competition offers. Using transparent, open, purchasing process so that potential contractors and the public can have confidential applicable avoiding based specifications. Treating all potential suppliers consistently, faily and equitably.

7. Compliance with ethical standards and observing the procurement code of conduct. Ensuring that all purchasing to undertaken in fair and unbiased way and requiring suppliers to act ethically and is accordance with appropriate registration. This includes: Government buyers being fully accountable for the purchasing practices used and the decisions made. Ensuring that decisions are not influenced by self interest or personal gain (government buyers must not accept gifts or any other benefits from suppliers). Indentifying, dealing with and docomating issues relating to actual or perceived conflicts of interest. Maintaining confidentiality Ensuring that all purchasing is undertaken in a in accordance with government policies. Agencies must require suppliers to act ethically and in accordance with relevant legislation such as industrial relation and occupational health and safety legislation 8. Enhancing opportunities for local business. Ensuring that local business that wish to do business with the Government are given the opportunity to do so.

Buyers should actively seek sides from local businesses, particularly from those that have previously requested the opportunity to quote (where local capability exists, are quote should be obtained from local business)

NB: Providing local business with the opportunity to bid is not the same as giving treserace to local business. Objectives of purchasing process 5. All purchases are duly authorized and approved before the goods and services are ordered. 6. All goods received or services rendered are according to specification and in quantities requested for. 7. Liability for all purchaser is accurately reflected in the books of account and that suppliers are paid only accordance with the greed term. 8. Goods ordered are actually received onto some as may be appropriate and relevant accounts records updated accordingly. OBJECTIVE OF PLANNING PROCESS 8. Aligning purchasing goals with strategic objectives i.e. Goals must be SMARTspecific, measurable, attainable, relevant and time sensitive. 9. Analyzing quantity rendor spend. The gathering of critical internal and external data to present stakeholders and ensuring compliances with forms liaries key 10. Parmenting with stakeholders in major supply services categories to intiate pricing proposals process. This includes building formulances, in supply categories that ultimately drive cost down while improving preservance and profitable. 11. Forecasting cost of savings for the execute team for the coming fiscal year. This analysis provides direction for the budgets process.

12. Conducting quately business reviews with all suppliers this includes measurements on delivery quality, response and pricing structure. 13. Providing continual education for all locations on the purchasing process approved renders and methods ordering. This includes education about discretionary spend policy that guides the end users on what to order for many different supply categories. 14. Ensuring continual communication with Executive Team on savings process. Included in this communication is a compliance score card that shows the categories purchasing as well inappropriate spending. SMART OBJECTIVES OF PURCHASING AND SUPPLY MANAGEMENT S-How will the manager know what to do: The verb understand is not really specific. M- How will the manager measure the progress towards achieving this objective? The objective does not have measurable item. A-Is it an achievable objective? If not isnt, item domotivation creeps in R-Is realistic objective. For accible if the manager does not have the skills or resources, the objectives may not be achievable. In the example above, as there is no timeline associated the objective is rague. Also, the manager may not have supported resources. T-By when should the objective be met? Timelne is critical. Humans were towards based on some pressure applied by the time of completion. Hence objectives should be timebounds. REFERENCE Purchase and supply cham management- Analsis, Straen, planning and practice. Fourth Edition By Arjam J. Van Weee.