A Critical Analysis of the Procurement Policy for a Local Government

Executive SummaryThis paper analyses the fresh changes to the procural go forthline of Leeds urban center Council and how such changes ar comparable to the procurance outline of Staffordshire County Council. Important parameters of the procurance system of Leeds urban center Council be discussed, such as category pick offment, safe and sound lifecycle barbel, skills and capacity of procurance professionals, and openness and transparency. These dimensions are compared to the principles and objectives listed in Staffordshire County Councils procurement schema. In addition, the paper provides recommendations to improve procurement practices lendable at Leeds urban center Council. Eventually, a adjure proper(postnominal)ation sheet is provided to conjure bids from hush-hush players to run the woodhouse railroad car park in front of the University. bring up performance indicators to evaluate tenders are included.IntroductionLeeds urban center Council has made sealed changes to its procurement dodging recently. The council emphasised specific elements indicating the vastness placed on ensuring high feature procurement proceedss. such(prenominal) elements refer to category watchfulness, whole lifecycle approach, skills and capacity of procurement professionals, and openness and transparency (Leeds urban center Council procural dodging 2013). These dimensions are similar to the principles and objectives rigid in Staffordshire County Councils procurement schema. Therefore, the resolve of this paper is to analyse the recent changes to the procurement strategy of Leeds City Council and how they compare to Staffordshire County Councils procurement strategy.Leeds City Councils procurance schema Compared to the procurance system of Staffordshire County CouncilLeeds City Council demonstrates a primary objective to improve outcomes and apprize for money obtained from a wide range of goods and operate it purchases. Therefore, the councils procurement strategy is based on essential principles to include whole lifecycle approach, righteousness to the public, openness and transparency (Hawkins et al. 2011). The strategy indicates the councils concerns to rely on expertness in the theatre as rise up as utilise relevant examples of adequate practices maintained at local and national levels. The common view presented with the enforcement of the councils new strategy is to realise its full potential inwardly two old age. The council extensively supports not only its ambitions but likewise the ambitions of its partners in the process of delivering quality outcomes for service users (Leeds City Council Procurement Strategy 2013). A relevant part of Leeds City Councils procurement strategy is the adoption of a category management approach, where procurement professionals tend to group unneurotic related purchasing. Such approach is entirely focused on exploring variances in buying call for and provider offer ings (Iyer and Pazgal 2008). In this way, the council is concerned with maintaining high quality of services along with savings. Similarly, the procurement strategy of Staffordshire County Council presents diverse orientation in scathe of proper identification of the goods and services purchased by activity and function. Staffordshire County Council also states the importance of achieving value for money.Another recent change to the procurement strategy of Leeds City Council is associated with the adoption of a whole lifecycle approach. It is essential to point out that such approach starts from ongoing evaluation of buying needs as well as analysing different options. In fact, the mentioned approach receives optimal action through careful preparation and procurement (Niezen and Weller 2006). Mobilising the councils re reservoirs is a epoch-making priority to the professionals responsible for the devouration of the procurement strategy. Such principle corresponds to Staffordshir e County Councils strategy of relying on the voice of all people of Staffordshire on specific issues that matter to them (Staffordshire County Council 2014). This shows a strong sense of collaboration with residents and communities in tell apart to identify proper solutions to any emerging problems. Staffordshire County Council places importance on spark advance and influencing as well as sharing knowledge with representatives from the public sector in Staffordshire (Kennekae 2012). Early engagement is crucial in maintaining savings and improvements that and reflect in transformational changes in the councils procurement strategy. The whole lifecycle approach adopted by Leeds City Council regarding its procurement strategy assumes that service delivery should not be compromised. Other significant dimensions of this approach relate to gather management and exit which contribute to achieving extensive value for many.In addition, the recent changes observed in the procurement str ategy of Leeds City Council and that of Staffordshire County Council reflect the importance of the skills and capacity of procurement professionals. They are mostly responsible for ensuring the maintenance of a relevant procurement process based on supporting the councils line of products continuity needs (Niezen and Weller 2006). The latter is extensively manifested in the procurement strategy of Staffordshire County Council. Procurement professionals structure arrangements with key providers in an attempt to manage the risks pertaining to the process of supplying goods and services. Thus, professionals in the respective(prenominal) field are pass judgment to set high quality processes through cross-functional strategic activities that are clear in both Leeds City Council and Staffordshire County Council (Loppacher et al. 2006). Leeds City Councils procurement strategy considers the significance of employing common principles and rules which are properly designed to correspond t o the needs of all included categories. Emphasis is on reflecting the needs of the specific service champaigns along with stakeholder needs. This recent change in the procurement strategy of Leeds City Council is in line with ensuring quality outcomes (Leeds City Council Procurement Strategy 2013). Such procurement strategy is comparable to the one of Staffordshire County Council due to the process of aline delivery of goods and services with the corporate needs identified by Staffordshire County Council (Staffordshire County Council 2014). The respective council utilises the expertness of procurement professionals to ensure social values outcomes as well as sufficient savings achieved through a balanced add-in used for procurement.The focus on the skills and capacity of procurement professionals is among the improved areas of Leeds City Councils procurement strategy. Having skilled and experienced staff is important in delivering high quality outcomes to local communities. Moreo ver, Leeds City Council manifests its responsibility to support the discipline and training of procurement professionals in assure to maintain high standards crosswise the profession (Loppacher et al. 2006). There is a solid sense of accountability ostensible in the practice of each procurement professional working at Leeds City Council. In comparison, Staffordshire County Council emphasises the capacity of its procurement staff in terms of providing legal training packages. This indicates an ongoing process of developing the knowledge and expertise of all professionals involved in the procurement practice (Arora et al. 2007). In this way, procurement professionals can work together with other experts in the field to implement the specific objectives listed in the procurement strategy of both Leeds City Council and Staffordshire County Council. nonpareil of the observable recent changes in the procurement strategy of Leeds City Council is that the fundamental procurement functio n is projected to serve as a waxy source of excellence and thus is accountable for providing a substantial source of expertise. Procurement professionals working in Leeds City Council and Staffordshire County Council are extensively handy to demonstrate ownership and accountability to the public in their respective communities (Kennekae 2012). Elements of incorporated governance and assurance make Leeds City Councils procurement strategy rather effective. However, the procurement strategy of Staffordshire County Council is oriented towards indicating a customer of survival of the fittest model of delivering services. This implies that procurement professionals working in Staffordshire County Council are responsible for the foundation garment of greater visibility of the councils requirements for goods, services and provider performance (Staffordshire County Council 2014). Therefore, professionals are determined to ensure proper communications and organising skills that help the m in the organization and implementation of linkage. Similarly, procurement professionals in Leeds City Council are devoted to query good practice documents and toolkits while trying to reinforce their skills and capacity.Furthermore, the procurement strategy of Leeds City Council is comparable to the one of Staffordshire County Council in the aspect of openness and transparency. both(prenominal) councils indicate an ambition of being open and transparent which reflects in providing visible(a) contracts as well as constantly updated management information (Kim and Netessine 2012). Leeds City Council places importance on presenting clear and accessible tender processes and documentation. Openness and transparency ensure the formation of a positive relationship between the council and its procurement partners. Likewise, such aspects are closely linked with instilling confidence in the public regarding the adopted procurement approach (McLean 2008). In comparison, the procurement s trategy utilize by Staffordshire County Council indicates its staffs commitment to ensure compliance and probity which whitethorn be associated with the principles of openness and transparency manifested by Leeds City Council.RecommendationsThe recent changes to the procurement strategy of Leeds City Council indicate that the respective councils approach is comparable to the strategy of Staffordshire County Council. Yet certain recommendations are listed under to achieve further improvements in Leeds City Councils procurement strategyProcurement professionals should work on creating an inclusive procurement strategy in which smaller providers are presented with an opportunity to participate (McLean 2008) The council should constantly research and update its available procurement tools to guarantee rivalrously established standards in the field The council should consider the removal of unnecessary restrictions which would let in the institution to evaluate suppliers in an object ive manner rather than focus on limiting business criteria such as revenue (Loppacher et al. 2006) Professionals need to demonstrate sensitivity to funding issues to include established payment policies It is fundamental to indicate potential secret costs in terms of providing clear information on the unquestionable insurance, liability as well as regulatory requirements this practice would allow innovative suppliers to compete (Hawkins et al. 2011) ConclusionThe paper indicated an analysis of Leeds City Councils procurement strategy with special focus on its recent changes and how they are comparable to the procurement strategy outlined by Staffordshire County Council (Leeds City Council Procurement Strategy 2013). Thus, significant aspects of both procurement strategies have been discussed in order to identify the focus of procurement professionals working in the two councils. authorized aspects of the two procurement strategies were found similar especially with regards to ca tegory management and lifecycle approach. Moreover, the efforts of procurement professionals are equally important to the work of either Leeds City Council or Staffordshire County Council (Staffordshire County Council 2014). In this way, the paper ensured adequate arguments about the effectiveness of the procurement strategies adopted by these institutions.Tender Specification SheetLeeds City Council is want tenders from various private providers for the maintenance and operation of the woodhouse car park in front of the University. The intention is that the car park bequeath operate as a proper public amenity. There are certain standards of services that will be followed. The respective parking services are set at prices identified at proper market levels. Prices are competitive in order to encourage visitor parking regarding close remoteness to local businesses. Discouraging the practice of day-long parking is essential for the maintenance of the woodhouse car park. The park wi ll be open 24 hours a day, septette days/ week.Personal security will be ensured to customers and visitors. They need to have secure in the identified car park area. The integration of area security is a priority to the Council.All tenderers are invited to submit their applications by providing the following documentation-Financial Proposal for a period of 3 years-Details on the percentage of the turnover expected to be paid per annum to the Council-Evidence indicating previous experience in the area of car park projects-Providing inside information of the resources available to complete the projectIn order to evaluate the bids from the private players, it is important to provide a set of key performance indicators that will be consistently used (Iyer and Pazgal 2008). The first performance indicator is that the selected tender should provide the best value for money at reasonable cost. This may result from balancing cost and quality. Another key performance indicator that will b e used to assess the bids is that of prequalification. Such indicator is implemented to make sure that only those who meet specific criteria will be considered for inclusion to bid (Loppacher et al. 2006). In addition, prequalification is associated with responses to a set of questions provided by the Council. major(ip) questions should include elements of quality, capacity to supply and financial competence. The indicator of open and negotiable communication is fundamental as no private player should be given preference. Even though meetings with tenderers who have placed their bids may be necessary at a certain point, they should take place simply for clarifying specific aspects regarding the tender (Hawkins et al. 2011). It is important to use recognised channel of communication in order to avoid confusion of private players or any misunderstanding of presented information.ReferencesArora, P., Garg, A. K. and Vaidya, S. C. (2007), Efficacy of Integrating Corporate Social righ t and Procurement Strategy, South Asian Journal of Management, Vol. 14(1) pp105-119Hawkins, T., Gravier, M. and Powley, E. (2011), Public versus mysterious Sector Procurement Ethics and Strategy What Each Sector deal Learn from the Other, Journal of Business Ethics, Vol. 103(4) pp567-586Iyer, G. and Pazgal, A. (2008), Procurement Bidding with Restrictions, numeric Marketing & Economics, Vol. 6(2) pp177-204Kennekae, L. (2012), Procurement Strategies to Serve the Public Good, International Trade assembly, 2 pp11-111Kim, S. H. and Netessine, S. (2011), Collaborative Cost Reduction and Component Procurement under entropy Asymmetry, INSEAD Working Papers Collections, 33 pp1-40Leeds City Council Procurement Strategy (2013), Leeds City Council Online. Available at http//www.leeds.gov.uk/docs/Procurement%20Strategy%20V1.0%20PUBLISH%2030.09.2013.pdf Accessed 29 April 2014.Loppacher, J. S., Luchi, R., Cagliano, R. and Spina, G. (2006), Global Sourcing and Procurement Strategy A Model of I nterrelated Decisions, Supply Chain Forum International Journal, Vol. 7(1) pp34-46McLean, S. (2008), Choice in Government Software Procurement A Winning Strategy, Journal of Public Procurement, Vol.8(1) pp70-97Niezen, C. and Weller, W. (2006), Procurement as Strategy, Harvard Business Review, Vol. 84(9) pp22-24Staffordshire County Council (2014), Staffordshire Procurement Online. Available at https//www.staffordshire.gov.uk/business/procurement/homepage.aspx Accessed 29 April 2014.