ART - Vision Map: Public Sector Procurement 2011

The document provides context information about a large team responsible for buying for an entire organization. The team's main focus is on sourcing, but they currently use an internal paper process or eRequisitioning tool for transactions. They prioritize risk avoidance but lack efficiency for internal customers. The team's top challenges include loss of budget, pressure to save/stretch the budget without being in a trusted advisor role, political pressure for public bidding, challenges from the vendor community, and delays and inefficiency in the procurement process. The team acknowledges the need for a culture change to move from managing the process to leading organizational change. The document also outlines opportunities for building a sustainable procurement organization, emphasizing the importance of good people driving good processes, the distinction between a service center and a process center, and the need for automation. The document suggests focusing on training and education, collaborating with industry organizations, and implementing pilot projects to create procurement experts. The team also aims to transition from being a processing center to a service center, delegate low-value processes to departments, utilize cooperative purchasing opportunities, and adjust processes based on efficiency and new mandated policies. This includes giving more authority to departments, implementing piggybacking strategies, and embracing cooperative purchasing.