public & social sector procurement best practices exchange€¦ · 27/04/2016 · 3 agenda...
TRANSCRIPT
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1 CONFIDENTIAL AND PROPRIETARY. Any use of this material, in whole or in part, without written permission of Public Spend Forum is strictly prohibited. © Copyright 2015, Public Spend Forum. All Rights Reserved.
www.publicspendforum.net
Public & Social Sector Procurement Best Practices Exchange
April 2016 Meeting
Washington, DC
Sponsored by:
PROPRIETARY. Any use of this material, in whole or in part, without written permission of Public Spend Forum is strictly prohibited. © Copyright 2015, Public Spend Forum. All Rights Reserved.
2
About
• The Public and Social Sector Procurement Best Practices Exchange is a global initiative to connect public and social sector procurement leaders and collect/disseminate actionable best practices
• In partnership with faculty from Michigan State University’s #1 Ranked Procurement and Supply Chain program; and Spend Matters
• Includes Federal, State, Local and Social Sector leaders; private sector leaders active participants
• Global reach, leveraging Public Spend Forum and Spend Matters offices in Europe and Asia…and advisory roles with the World Bank, Penn Law Center for Asian Law
About-ThePublicandSocialSectorProcurement*BestPracticesExchange
*NOTEabout“Acquisition”vs.“Procurement”–Theterm“procurement”isusedtorefertoallphasesoftheprocurementlifecycleincludingneedsidentiCicationandrequirementsdevelopment.Theterm“acquisition”isuniquetothefederalgovernmentandisgenerallyreferredtoasprocurementinallothersectorsincludingstate/local/private.
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Agenda
Agenda Topic Time Frame
Introductions & Agenda Overview 2:00-2:15pm
Briefing on Volcker Alliance Public Procurement Critical Competencies Study 2:15-2:45pm
Introduction to the Barriers to Entry Study 2:45-3:00pm
Perspectives on UK Public Sector Critical Issues 3:00-3:15pm
Break 3:15-3:30pm
Public Procurement Metrics Insights 3:30-4:10pm
Innovating Procurement Workforce Training - The “Training Sherpa” 4:10-4:40pm
Webinar Announcement – “Spend Visibility — A Critical Component of Measuring Procurement Performance”
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Agenda
Agenda Topic Time Frame
Introductions & Agenda Overview 2:00-2:15pm
Briefing on Volcker Alliance Public Procurement Critical Competencies Study 2:15-2:45pm
Introduction to the Barriers to Entry Study 2:45-3:00pm
Perspectives on UK Public Sector Critical Issues 3:00-3:15pm
Break 3:15-3:30pm
Public Procurement Metrics Insights 3:30-4:10pm
Innovating Procurement Workforce Training - The “Training Sherpa” 4:10-4:40pm
Webinar Announcement – “Spend Visibility — A Critical Component of Measuring Procurement Performance”
PROPRIETARY. Any use of this material, in whole or in part, without written permission of Public Spend Forum is strictly prohibited. © Copyright 2015, Public Spend Forum. All Rights Reserved.
5
Agenda
Agenda Topic Time Frame
Introductions & Agenda Overview 2:00-2:15pm
Briefing on Volcker Alliance Public Procurement Critical Competencies Study 2:15-2:45pm
Introduction to the Barriers to Entry Study 2:45-3:00pm
Perspectives on UK Public Sector Critical Issues 3:00-3:15pm
Break 3:15-3:30pm
Public Procurement Metrics Insights 3:30-4:10pm
Innovating Procurement Workforce Training - The “Training Sherpa” 4:10-4:40pm
Webinar Announcement – “Spend Visibility — A Critical Component of Measuring Procurement Performance”
PROPRIETARY. Any use of this material, in whole or in part, without written permission of Public Spend Forum is strictly prohibited. © Copyright 2015, Public Spend Forum. All Rights Reserved.
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Barriers to Entry Study is intended to identify the most common factors that inhibit suppliers from competing for public sector work
ImperativesfortheStudy
• Process,policyandculturalbarriersovertimehaveledtopublicsectormarketsbeingessentially“closedmarkets”
• Governmentisdeprivedofthebest,mostinnovative,andcosteffectivesolutions
• Suppliersarenotabletobringtheir
solutionstodrivemeaningfulchange;
• Workdoesnot?lowtothemostinnovativeandoptimalprovidersthatcanactasstimulusforjobsandinnovation
ObjectivesTheobjectivesoftheBarrierstoEntrystudyareto:• Identifybarrierstoentry,whether
cultural,process,technicalorregulatory,thatexistacrosspublicsectormarkets
• Identifypotentialapproachesandbestpracticestoreducebarriers
• Developaprioritizedagendaforaddressingbarriers
This study is in initial design stages…we anticipate working with a host of partners in driving this work forward
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Some initial insights/hypotheses on Barriers to Entry (1/2)
Process / Structure
• Complexprocurementprocessesandregulatoryenvironments• Onerousregulatoryrequirementsandpaperwork• Dif?icultaccesstocontractvehicles• Variancebetweenfederal,state,andlocalprocesses• Lackoftrainingandinformationprovidedtosuppliers• Limitedabilitytocommunicateorinteractdirectlywiththecustomers• Assessmentmechanismsmaynotleadtothebestvendororhighestquality
product,justthelowestpriceorbestwrittenproposal• Socioeconomicrequirements
• Speedofoverallprocess• SomeacquisitionsrequireafastturnaroundtosubmitRFIsandRFPswith
littlewarning• Governmentmaynothaveasetlimitforthereviewbodytorendera
decision• Governmentcantakeaverylongtimebeforecomingtoadecision• Evenoncegovernmentandcompanyleaderscometoagreement,contracts
canstillgethungupwithinthebureaucracy• Onerousandaggregatedrequirements
• Requirementstoospeci?icandlengthy…little?lexibility• Governmentspeci?icrequirementssuchassecurity,ADArequirements• Pastperformancerequirementsleaveoutmanysuppliers• Largecontractsthatarebundledmakeitdif?icultforsmallersuppliers
• Financialconcerns• Highbidsecurityrequirementsmayhindertheparticipationofsmaller
suppliers• Pricejusti?icationsmaylimitpro?itability• Governmentinvoicingprocessescancreatecash?lowchallengesfor
vendors
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8
Some initial insights/hypotheses on Barriers to Entry (2/2)
Culture
Legal and Intellectual Property
Externalities
• Dif?icultiesincommunicationbetweenbuyersandsuppliers:• Inherentlackoftrust,particularlybetweenthetechandnationalsecurity
communities• Informationin-balanceandlackoftransparency/data• Potentiallylackofacommonlanguage
• Incumbentsupplieradvantages:• Government’srisk-averseculturefavortheincumbentandisbiased
towardstriedandtestedsolutions,avoidinginnovationandtheintroductionofnewsuppliers
• Lackofcooperationfromincumbentsuppliersduringatransition
• Intellectualpropertyrightsnotprotected• Citizenshipandlegalownershipofcompaniesmaylimitopportunitiestowork
withcertaingovernments• Companiesmustbeabletodemonstratethattheycanprotectcon?identialdata
heldbyGovernmentagencies,andthelegalandcontractualrequirementsmaybeviewedasnotworththetroubleforsomesmallersuppliers
• Fiscaluncertaintyduetoadministrativeturnoverorcongressionalbudgetstipulationsresultsinrisktovendors
• Programmaticuncertaintyduetoadministrativeturnoverandshiftingpolicypriorities
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9
We’ve just started digging into research
World Bank, “Benchmarking Public Procurement 2016” report http://bpp.worldbank.org/~/media/WBG/BPP/Documents/Reports/Benchmarking-Public-Procurement-2016.pdf?la=en
World Bank, “Interesting Findings of the Benchmarking Public Procurement Project” summary http://bpp.worldbank.org/~/media/WBG/BPP/Documents/Reports/BPP2016-Highlights.pdf?la=en
IJIS Institute, “Strategies for Procurement Innovation and Reform” report http://www.asca.net/system/assets/attachments/6609/procurement_report.pdf?1389295632
Office of Fair Trading, “Supply of Information and Communications Technology to the Public Sector” market study “http://webarchive.nationalarchives.gov.uk/20140402142426/http://www.oft.gov.uk/shared_oft/market-studies/OFT1533.pdf
Office of Federal Procurement Policy, “Myth-Busting” memo https://www.whitehouse.gov/sites/default/files/omb/procurement/memo/Myth-Busting.pdf
Office of Federal Procurement Policy, “Myth-Busting 2” memo https://www.whitehouse.gov/sites/default/files/omb/procurement/memo/myth-busting-2-addressing-misconceptions-and-further-improving-communication-during-the-acquisition-process.pdf
Forbes, “Challengers and Opportunities When Doing Business with the Government” article http://www.forbes.com/sites/theyec/2015/04/24/challenges-and-opportunities-when-doing-business-with-the-government/#451eb5d56cbe
Kauffman Foundation, “Challenging a Risk-Adverse Government Procurement Culture” article http://www.kauffman.org/blogs/policy-dialogue/2015/october/doing-business-with-government-difficult-for-startups
Wiley Rein, “Doing Business with the Federal Government – An Overview” article http://www.wileyrein.com/newsroom-articles-1856.html
Supply Chain Digital, “Public Sector Procurement Reform” article http://www.supplychaindigital.com/procurement/2221/Public-sector-procurement-reform:-breaking-down-barriers-for-SMEs-by-Gatewit
Symposium on the Revised WTO Agreement on Government Procurement, “Encouraging the Participation of SMEs in the Government Procurement Sector” presentation
https://www.wto.org/english/tratop_e/gproc_e/symp092015_e/S3-4Gordon.pdf
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Next steps
• Confirm overall scope of study
• Continue to refine hypotheses
• Select partners
• Develop detailed design
Please let us know if you are interested in participating or helping with the overall design of the study
PROPRIETARY. Any use of this material, in whole or in part, without written permission of Public Spend Forum is strictly prohibited. © Copyright 2015, Public Spend Forum. All Rights Reserved.
11
Agenda
Agenda Topic Time Frame
Introductions & Agenda Overview 2:00-2:15pm
Briefing on Volcker Alliance Public Procurement Critical Competencies Study 2:15-2:45pm
Introduction to the Barriers to Entry Study 2:45-3:00pm
Perspectives on UK Public Sector Critical Issues 3:00-3:15pm
Break 3:15-3:30pm
Public Procurement Metrics Insights 3:30-4:10pm
Innovating Procurement Workforce Training - The “Training Sherpa” 4:10-4:40pm
Webinar Announcement – “Spend Visibility — A Critical Component of Measuring Procurement Performance”
PROPRIETARY. Any use of this material, in whole or in part, without written permission of Public Spend Forum is strictly prohibited. © Copyright 2015, Public Spend Forum. All Rights Reserved.
12
Agenda
Agenda Topic Time Frame
Introductions & Agenda Overview 2:00-2:15pm
Briefing on Volcker Alliance Public Procurement Critical Competencies Study 2:15-2:45pm
Introduction to the Barriers to Entry Study 2:45-3:00pm
Perspectives on UK Public Sector Critical Issues 3:00-3:15pm
Break 3:15-3:30pm
Public Procurement Metrics Insights 3:30-4:10pm
Innovating Procurement Workforce Training - The “Training Sherpa” 4:10-4:40pm
Webinar Announcement – “Spend Visibility — A Critical Component of Measuring Procurement Performance”
PROPRIETARY. Any use of this material, in whole or in part, without written permission of Public Spend Forum is strictly prohibited. © Copyright 2015, Public Spend Forum. All Rights Reserved.
13
Agenda
Agenda Topic Time Frame
Introductions & Agenda Overview 2:00-2:15pm
Briefing on Volcker Alliance Public Procurement Critical Competencies Study 2:15-2:45pm
Introduction to the Barriers to Entry Study 2:45-3:00pm
Perspectives on UK Public Sector Critical Issues 3:00-3:15pm
Break 3:15-3:30pm
Public Procurement Metrics Insights 3:30-4:10pm
Innovating Procurement Workforce Training - The “Training Sherpa” 4:10-4:40pm
Webinar Announcement – “Spend Visibility — A Critical Component of Measuring Procurement Performance”
PROPRIETARY. Any use of this material, in whole or in part, without written permission of Public Spend Forum is strictly prohibited. © Copyright 2015, Public Spend Forum. All Rights Reserved.
14
Research identified common “metrics” areas and a revealed large variance in the number and type of metrics; primary research required to bridge the gaps
• The desired outcomes of procurement organizations: effectiveness / quality results, efficiency / managing for value, and compliance with laws, regulations, and policy (including socioeconomic goals)
• Metrics identified in the public sector attempt to address cost/value, customer satisfaction, supplier engagement, socioeconomic targets, human capital goals, and process efficiency
• The specific metrics (both number and type) used to measure and track against key areas vary significantly across public sector organizations and generally fail to provide meaningful insight
Overview of Secondary Research Findings
Areas not Addressed by
Secondary Research
• Identify the best set of KPIs and metrics and clearly align them with public sector stakeholders and desired outcomes
• Develop a metrics framework that accounts for a procurement organizations maturity and level of influence – which can vary significantly across organizations
• Provide guidance and best practices for implementing a metrics framework – including overcoming common challenges facing organizations
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15
Identified public sector metrics frameworks tend to attempt to address the same areas
CommonlyIden+fied“MetricsAreas”
Cost/ValueLargerangeinmetricsfromtotalsavingstooutputperprocurementdollarspenttostrategicsourcingcontractu4liza4onrate
CustomerSa+sfac+onAgenciestendtobealignedoncustomersa4sfac4on(usuallyasurvey)
SupplierEngagementFrequencyandqualityofsupplierengagementfromprocurementorganiza4on
SocioeconomicGoalsMeasurespendandcontractpercentagestomeetsocioeconomicpolicies
HumanCapitalMeasuresintendedtoprofileprocurementworkforceandmeasuresuccessoftrainingcer4fica4ongoals
ProcessEfficiencyReducedlead4mesandlessrework(compliancetendstofallinhere);variesgreatlyfromorgtoorg
Arethesetherightsetof“metricsareas?”Howwelldothesealignwithprocurementstakeholders?
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A number of challenges have been identified when attempting to establish metrics or a performance management system
Leadership • Lack of management buy-in / appropriate level of support • Setting / determining the appropriate goals due to conflicting objectives IT Enablers • Lack of data / information systems Talent • Employee’s don’t have needed skill-set • Inability to define a metric that is measurable (or not difficult to measure) and not subjective Engagement • Organizational incentives, specifically for employees, not aligned
Challenges Establishing Effective Metrics
Whatotherchallengesareorganizationsfacing?Whatarethebiggestchallengestoestablishingandmeasuringmetrics?
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17
Appendix to Metrics Study Update
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18
Identified public sector metrics frameworks tend to attempt to address the same areas, however, KPIs will vary across agencies
Common“MetricsAreas” KPIsfromFrameworks
Cost/Value
ProductUnitCos4ng(PUC)FiscalResponsibility
CustomerSa+sfac+on
CustomerSa4sfac4onIndexCustomerSa4sfac4on
SupplierEngagement IndustryOutreach
SocioeconomicGoals
Contribu4onIndexSmallBusiness
HumanCapital
HumanCapitalIndexWorkforce
ProcessEfficiency
ProcessImprovementIndexContractAdministra4on
RedTextIndicatesKPIforAgency1BlueTextIndicatesKPIforAgency2
Observation1:AgenciesmayhaveverysimilarKPI’sforcertainmetricsareas
Observation2:SomeagenciesmaynothaveanyKPI’salignedtoaspeciEicarea
Observation3:KPIscanvarysigniEicantly,especiallywhenattemptingtomeasureefEiciency
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The specific metrics vary significantly across public sector organizations and are not always aligned to the areas they are attempting to measure
Sample“MetricsAreas” SpecificMetricsAlignedwithAreas
Cost/Value
Procurementsalarydollars/contractac4on(forlargeandsmallcontracts)Compe44onRate/Non-compe44verate/One-bidcontractrateAcquisi4onSavingsAchievedStrategicsourcingu4liza4onrateandsavingsProcurementsystem–up4meSustainablepurchasingrateTotalOpenGAOProtestRate
HumanCapital
%differencebetweenactualendstrengthandemployees%employeesmee4ngcon4nuouslearning%DAWIAcer*fiedtooraboverequirementAPCPGradua*onRateAPCPGraduatesemployedaUer1,3,and5yearsaUerprogramcomple4on
ProcessEfficiency
%ofautomatedprocurementtransac4onsAverageturnaround4meAveragecycle4meServicescontractsawardedYTD/previousFYRa4oofYTDinterestpenal4es/penal4estosameperiodpreviousFYPromptPaymentLateFeesFPDSAnnualCer4fica4onRateCPARSQualityComplianceRateOIG/GAORecommenda4onsOpenformorethan2years
RedTextIndicatesspeci?icmetricsfromAgency1BlueTextIndicatesspeci?icmetricsfromAgency2
Observation4:ThenumberandtypesofmetricsvarysigniEicantlyacrossagencies
Observation5:EvenwhenKPIsaresimilar,uniquemetricsareutilizedinagencies
Observation6:MetricsspeciEictoprocessefEiciencytendtovarythemostacrossagenciesandmaybelinkedtospeciEicstrategies
PROPRIETARY. Any use of this material, in whole or in part, without written permission of Public Spend Forum is strictly prohibited. © Copyright 2015, Public Spend Forum. All Rights Reserved.
20
Agenda
Agenda Topic Time Frame
Introductions & Agenda Overview 2:00-2:15pm
Briefing on Volcker Alliance Public Procurement Critical Competencies Study 2:15-2:45pm
Introduction to the Barriers to Entry Study 2:45-3:00pm
Perspectives on UK Public Sector Critical Issues 3:00-3:15pm
Break 3:15-3:30pm
Public Procurement Metrics Insights 3:30-4:10pm
Innovating Procurement Workforce Training - The “Training Sherpa” 4:10-4:40pm
Webinar Announcement – “Spend Visibility — A Critical Component of Measuring Procurement Performance”
PROPRIETARY. Any use of this material, in whole or in part, without written permission of Public Spend Forum is strictly prohibited. © Copyright 2015, Public Spend Forum. All Rights Reserved.
21
Agenda
Agenda Topic Time Frame
Introductions & Agenda Overview 2:00-2:15pm
Briefing on Volcker Alliance Public Procurement Critical Competencies Study 2:15-2:45pm
Introduction to the Barriers to Entry Study 2:45-3:00pm
Perspectives on UK Public Sector Critical Issues 3:00-3:15pm
Break 3:15-3:30pm
Public Procurement Metrics Insights 3:30-4:10pm
Innovating Procurement Workforce Training - The “Training Sherpa” 4:10-4:40pm
Webinar Announcement – “Spend Visibility — A Critical Component of Measuring Procurement Performance”
PROPRIETARY. Any use of this material, in whole or in part, without written permission of Public Spend Forum is strictly prohibited. © Copyright 2015, Public Spend Forum. All Rights Reserved.
22
Spend Visibility Webinar Overview
Webinar Summary Title: Spend Visibility — A Critical Component of Measuring Procurement Performance Date: Wednesday, April 27, 2016 Time: 12:30 PM Eastern Daylight Time Duration: 1 hour Webinar Description Public Spend Forum and Michigan State University, co-leaders of the Public & Social Sector Procurement Best Practices Exchange, are undertaking a global study on “Measuring the Success of Public Procurement.” As part of this study, and in conjunction with our Exchange sponsor BravoSolution, this webinar will discuss the criticality of having good visibility into how you spend when purchasing from suppliers, and how to better support measuring (and managing) procurement performance. Webinar Agenda • Introduction to Spend Visibility (25 minutes) • Public Sector Case Study — Spend Visibility in Action (25 minutes) • Q&A Session (10 Minutes)
PROPRIETARY. Any use of this material, in whole or in part, without written permission of Public Spend Forum is strictly prohibited. © Copyright 2015, Public Spend Forum. All Rights Reserved.
23
Your Points of Contact
RajSharma
PierreMitchell
AshBedi
Rajisathoughtleaderfocusedonstrengtheningthemanagementcapacityofthesocialandpublicsectors.Rajadvisesleadersingovernmentandsocialsectorsonapplyingprovenpracticestoimproveperformance,transformprocurementanddelivermorevaluetocustomers/constituents.Rajco-foundedthePublicSpendForumandalsoservesasCEOofCenseoConsultingGroup,a?irmrecognizednationallyforitsaward-winningcultureandimpact.Healsoservesonseveralboards,includingHigherAchievementandMichiganStateUniversity’sExecutiveAdvisoryBoardforthesupplychainprogram.AndhehaswrittenasafellowfortheCenterforAmericanProgressandtheWoodrowWilsonCenter’sWomeninPublicServiceProject.Contact:Raj@publicspendforum.netFormerPresidentandCEOofCreativeProcurementStrategies,JosephSandorwasappointedtheHoagland-MetzlerEndowedProfessorofPracticeinSupplyManagementatTheEliBroadCollegeofBusinessofMichiganStateUniversityin2006.DuringhistimewithCreativeProcurementStrategies(CPS)SandoradvisedclientssuchasHarley-Davidson,JohnDeere,Electrolux,Rolls-Royce,Whirlpool,Hewlett-Packard,IBM,Motorola,ConAgra,Delphi,Sandia,SchlumbergerandtheUSAF.Sandorhasoverfortyyearsproactivesupplymanagementexperiencewithprogressivelyincreasingresponsibilitiesemphasizingcostprevention/reduction,teambuilding,strategicsupplierallianceformation,systemsdevelopment,logisticsoptimization,sharedservices,inventorycontrolandcostmodeling.Contact:[email protected],SeniorAdvisoratthePublicSpendForumandChiefResearchOf?icerandManagingPartnerofAzulPartners,Inc.,has25yearsofprocurementandsupplychainindustryandconsultingexperience,andisarecognizedprocurementexpertspecializinginsupplyprocesses,practices,metrics,andenablingtoolsandservices.Heisaregularcontributortobusinesspublications,afrequentpresenteratindustryeventsaroundtheworldandcountshimselffortunatetohaveservedandinteractedwithsomanyCPOsandfutureCPOs.PierreisaSr.AdvisorandregularcontributortoPublicSpendForum.Contact:Pierre@spendmatters.comAshBediisamemberofthePublicSpendForummanagementteam,responsibleforoverallbusinessstrategyandresearch.Ashhasmorethan25yearsofexperienceinbothconsultingandindustry,withexpertiseintheareasofstrategicplanning,procurementandsupplymanagement.Ashbringsablendofprivatesectorandgovernmentindustryexperience,havingworkedwithFortunecompaniesaswellasnumerousfederalagencies.Ashhasalsobeenafrequentpresenterathighpro?ileforumsincludingInstituteofSupplyManagement,NationalAssociationofPurchasingManagers,SourcingInterestsGroup,andNationalContractManagementAssociation.AshpreviouslyworkedatA.T.KearneyandCenseoConsultingGroup,amongothers.Contact:[email protected]
ProfessorJoeSandor
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