strategic procurement...

Administrative Review:Strategic Procurement

Strategic Procurement Transformation

Status Report for January 2014 Activity

I. Administrative Review Recommendations

II. Status Report: Past 30 Days

III. Implementation Time Line: RESET - Shows both original plan and reset time line

IV. Key Milestones - Thru FY2014: RESET - Milestones updated to reflect reset Time Line

V. Attachments: - Strategic Procurement Organization Chart with Position Status - Stakeholder Groups: Travel, Pcard, Energy, Restricted Funding, Transition Support - Transition Support Group: Procurement Services, Strategic Sourcing - Accounts Payable Status: Invoice backlog reduction progress

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Strategic Procurement TransformationI. Recommendations


1. Procurement of Specific Goods and Servicesa. Travel and Expense Management

A. Conduct a Comprehensive Assessment to document the travel service requirements for all traveler groups and locations.

B. Secure Travel Management Company(S) and Electronic Travel Reimbursement System through a competitive public process to provide unified on-line and agent assisted travel services that are integrated with a paperless travel reimbursement system.

C. Contract with Preferred Travel Providers for favorable pricing and service guarantees for transportation, airfare, and lodging to the extent practicable in the context of the specific needs of University travelers.

D. Update Travel and Expense Administrative Practice Letter (APL) with clear guidelines for areas such as tipping, per diem rates in high cost destinations, and exceptions for unique travel needs.

E. Establish Unified Travel Administration as part of a comprehensive University system-wide procurement strategy to provide consistent policies and services for all locations with a dedicated support structure. Staff would be located at both campus and system offices with emphasis on ensuring effective campus-based presence.

1. Procurement of Specific Goods and Servicesb. Other Commodities and Services (Strategic Sourcing)

A. Establish Multi-Campus Advisory Groups with expertise in products and services being considered for competitive public bid.

B. Develop Spend Analytics Methodology/Tools to better identify products and services where the University system would save money and add value from a competitive public bid process.

C. Implement Contract Management Process to better manage suppliers, ensure consistent contract terms across the University system, eliminate redundant agreements, and identify opportunities for competitive public bids / re-bids.

D. Conduct Competitive Public Bids for key products and services such as electricity, IT hardware (in coordination with IT administrative review), promotional materials, custodial paper goods, scientific equipment, commercial print, temporary employment, books/periodicals, vehicle services and parts, and prospect lists.

E. Expand the Breadth of Products available with favorable pricing and contract Terms by increasing MaineStreet Marketplace (MSM) catalog suppliers and migrating procurement activity from procurement card (Pcard) to MSM as appropriate.

A. Deliver System-Wide Pcard Service, Support and Training for all locations as part a comprehensive support strategy for all procurement platforms (i.e., Pcard, MaineStreet Marketplace (MSM), Travel & Expense).

B. Establish Benchmarks and Standards for Pcard issuance and approvals to be administered consistently across the University system.

C. Re-bid Pcard Services following a competitive public process to better meet Pcard user requirements and administration and include travel expense management.

D. Establish Unified Pcard Administration as part of a comprehensive University system-wide procurement strategy to provide consistent policies and services for all locations with a dedicated support structure. Staff would be located at both campus and system offices with emphasis on ensuring effective campus-based presence.

A. Transition to a Unified Strategic Procurement Organization operating as a shared system-wide service reporting to the Chancellor or the Chancellor’s designee and advised by the Shared Services Advisory Council and the President’s Council. The organization would consist of three functional units: Procurement Operations, Procurement Services, and Strategic Sourcing with staff located at both campus and system offices with emphasis on ensuring effective campus-based presence.

B. Create a Procurement Operations Unit within the unified strategic procurement organization responsible for accounts payable, travel and Pcard administration, procurement systems administration, and management of procurement related data.

C. Create a Procurement Services Unit within the unified strategic procurement organization to provide consistent, system-wide training and support, coordinate procurement activity for individual campuses, oversee quality assurance and compliance, and conduct special projects as required by legislative and regulatory mandates.

D. Create a Strategic Sourcing Unit within the unified strategic procurement organization to facilitate public competitive bids, analyze spend data, develop research and reporting methodologies, establish campus-based advisory groups, monitor supplier performance, and manage contract activity.

E. Establish Assessment Process for each unit defining evaluation criteria and review process for achieving service, efficiency, and expense reduction goals.

F. Improve Mechanisms for Exception Process and Feedback that provide flexibility for unique requirements and create a better process for incorporating suggestions from shoppers about goods or services where they believe additional savings could be obtained.

2. Procurement Card (Pcard) Administration

3. Structural Resources and Efficiencies (Procurement Organization Structure)

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Strategic Procurement TransformationII. 30-Day Report - JAN 2014


FY 2014 - 3rd Quarter: JanuaryProject On Track

Overall Project Status: Some ConcernsProject Off Track

Status:

Areas of Concern- Strategic Procurement Staffing. > Staff posting and hiring have been behind schedule although progress continues > Timelines and milestones have been reset to insure staff in place by end of the fiscal year

Key Next Steps- Strategic Procurement Staffing > Strategic Sourcing: evaluate internal and external Sourcing Category Managers applicants from extended search and develop hiring recommendations > Post key positions for next phase of hiring (Campus Support Coordinators, Travel Administrator, Data Analyst, Special Projects)- Accounts Payable Efficiency Module (AP Director) > Submit business case for approval and schedule ITS resources to support implementation- Performance and Budget Tracking and Communication > Define and kick off implementation of communication, training and support strategy > Define and implement assessment process for each unit defining evaluation criteria and review process for achieving service, efficiency, and expense reduction goals

Period Covered This Report: Status Color Key

Structure

Key Accomplishments- TIMELINE and MILESTONE RESET > Comprehensive review of structural tasks; adjusted timeline and milestones to insure staff in place by end of the fiscal year.- Strategic Procurement Staffing > Strategic Sourcing: Office Category Manager Hired - Gregg Allen 2-1-14 start. Reposted search for remaining 3 category managers > Created Multi-campus Sourcing Transition team (team member listing attached) > Multi-campus Procurement Transition Support team continues to meet (Team member listing attached)- Accounts Payable > Published AP invoice backlog report (report attached). Further reports in development. AP Invoice process backlog continues to be managed at acceptable levels > Completed business case for invoice processing system improvements (AP Director) > Held Staff Training and Development session to improve efficiencies and consistency across the enterprise- Performance and Budget Tracking and Communication > Submitted FY2015 Strategic Procurement Budget and campus allocation methodology; presented to University CFOs > Made progress towards creating employee portal for providing unified Strategic Procurement support

1. We are on track for fundamental success with a dynamic new Strategic Sourcing Department, engaged and motivated transition teams, and significant progress towards implementing major improvements in Travel, Pcard and Accounts Payable invoice processing.

2. Progress is approximately 3-5 months different than estimated a year ago when the final report was approved. To that end, the timeline and milestones have been reset based on our learnings from the last year and in collaboration with Information Technology Services (ITS). Savings and efficiency goals remain unchanged. With the Timeline and Milestone changes, the overall project status has been reset to green.3. As recommended in the Administrative Review Report, we are on track at identifying and implementing assessment methodology to report on initiative progress. The initial assessment methodology is expected to be in place at the end fo this quarter.

OVERALL PROGRESS SUMMARY

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Status:

Areas of Concern- Travel and Expense contract completion date changed to February to allow for a broader review process beyond initial core team to included representatives from various travel groups. Overall project timeline and milestones have been adjusted to accommodate the change.

Key Next Steps - Travel and Expense RFP > Complete all other necessary steps to allow contract award in February - Recruit and establish implementation core team

Procurement: Travel and Expense

Key Accomplishments- TIMELINE and MILESTONE RESET > Comprehensive review of travel and Expense project including Information Technology Services (ITS) resource requirements and scheduling > Adjusted timeline and milestones to insure appropriate time and resources are available to successfully implement a new Travel and Expense system and process- Travel and Expense RFP > Continued travel and expense vendor evaluations including vendor presentations and reference calls > Scheduled briefings with Travel Subject Matter Experts (SMEs) and the Restricted Funds Advisory Group to get feedback on emerging recommendations > Collaborated with ITS to develop high level implementation plan and identify ITS resource requirements

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Status:

Key Next Steps- Energy Consultancy Agreement: > RFP responses received and Core Team evaluation scheduled. - IT Hardware Initiative: > Hands-on product evaluations scheduled- Spend Analysis and Savings Methodology: > Complete contract with Spend Analytics firm- Develop methodology for calculating sourcing initiatives savings- Meet with State of Maine comprehensive review of opportunities for collaboration

- New Sourcing initiatives delayed due to Sourcing Staff hiring delays. Issue being addressed as follows: > Office Category manager position filled, other category manager positions re-posted including comprehensive recruitment strategy via LinkedIn social media > Developing collaborative relationship with State of Maine procurement and exploring opportunities to utilized existing state contracts > Reviewed project list and reset timeline and milestones

Procurement: Strategic Sourcing

Key Accomplishments- TIMELINE and MILESTONE RESET > Comprehensive review of structural tasks; adjusted timeline and milestones to insure savings goals are met - Energy Consultancy Agreement > Request for Proposal (RFP) posted, proposal receipt date 2/26/2014- IT Hardware > RFP responses reviewed and scored. Additional evaluation activity in process- Washer/Dryers > Kicked off multi-campus initiative for enterprise contract for residence hall washers and dryers- Sourcing Analysis > Analysis in process for numerous potential sourcing initiatives including - Fuel Card - Scientific Equipment - Copiers - Vehicles- State of Maine Collaboration > Met with State of Maine Senior procurement staff and identified multiple opportunities for collaboration. Scheduled follow-up meeting for category contract reviews.- Spend Analysis and Savings Methodology > Finalized agreement to engage analytics firm to create database of University spend by category

Areas of Concern

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Status:

- Update Key Milestones document in consultation with ITS to reflect updated implementation plan.- New Pcard Agreement: > On hold as resources focused on PaymentNet4 Conversion.- PaymentNet 4 Conversion: > testing completed by 2/7/2014. > System down starting EOD 2/14/2014 and available again for 2/17/2014. > Training for the upgrade is being done by PCard Administrator and will kick off starting 2/3/2014. > Complete Chartfield data upload template with IT staff after the 2/17/2014 go live. > determine possible changes in workflow and move away from custom fields in PaymentNet 4 for improved efficiencies in transaction approvals. > Provide additional post go live training for card holders and end users.

Key Accomplishments- TIMELINE and MILESTONE RESET > Comprehensive review of Pcard project including Information Technology Services (ITS) resource requirements and scheduling > Adjusted timeline and milestones to insure appropriate time and resources are available to successfully implement a new Pcard consortium agreement.- New PC Agreement > Migration to a consortium contract on-hold due to resource requirements for required system migration (PaymentNet4) for current Pcard Vendor - PaymentNet 4 Conversion: > Conversion preparation in progress including technology requirements, data migration, user communication and training.

Procurement Card (Pcard)

- Timing of Pcard conversion activities closely tied to, and dependent on, Travel platform implementation plan, schedule, and resource requirements. Timeline and milestones needs to be adjusted accordingly.

Key Next Steps

Areas of Concern

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Administrative Review RecommendationsImplementation: Shows Original Plan and Reset Timeline

Revised 01-31-2014

Strategic Procurement

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q41A

a Comprehensive Assessment: Original Plan No change: Completed 7/15/13

b1 Travel Management Company: Original Plan Reset: Schedule revised in collaboration w ITS

b2 Travel & Expense System: Original Plan Reset: Schedule revised in collaboration w ITS

c Contracts with Preferred Providers: Original Plan Reset: Schedule revised

d Update T&E APL Practice Letter No Change: Completed 12/09/13

e Unified Travel Administration Reset: Revised to reflect system implementation

Ba Multi-Campus Advisory Groups: Original Plan

On Target: Multiple advisory groups established

b Spend Analytics Methodology/Tools: Original Plan Reset: Schedule Revised

c Contract Management System / Process: Original Plan Reset: Schedule Revised

d Competitive Public Bids:d1 Electricity

Reset: Completed 2012 Q1

d2 IT Hardware Reset: Start Date moved for IT Standards Group

d3 Custodial Paper Good Reset: Start date on plan, transition extended

d4 Scientific Equipment Reset: on target

d5 Commercial Print Reset: Defered to 2016

d6 Temporary Employment Reset: Analysis in process, Start date 2014, Q4

d7 Books / Periodicals On Target: No change at this time

d8 Vehicle Services and Parts Reset: no change at this time

d9 Prospect Lists On Target: No change at this time

Travel and Expense

Other Commodities and Services / Strategic Sourcing

FY2016

Procurement of Specific Goods & Services

Recommendation Focus AreasFY2013 FY2014 FY2015

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Administrative Review RecommendationsImplementation: Shows Original Plan and Reset Timeline

Revised 01-31-2014


Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

FY2016Recommendation Focus Areas

FY2013 FY2014 FY2015

d10 Vehicles Reset: Analysis in process, extended transition

d11 Shipping No Change: Completed

d12 Sourcing Other Opportunities Reset: Revised based on Sourcing Dir start date

e Expand MaineStreet Market Place Ahead of schedule

2a System-Wide Pcard Support, Training: Original Plan

Reset: Revised to reflect Pcard Admin start date

b Pcard Benchmarks and Standards: Original Plan Reset: Revised to reflect Pcard Admin start date

c Re-bid Pcard Services: Original Plan Reset: Schedule revised in collaboration w ITS

d Unified Pcard Administration: Original Plan Reset: Based on the other requirements

3a Unified Strategic Procurement Org: Original Plan

Reset: Revised based on hiring timing

b Procurement Operations Unit: Original Plan Reset: Revised based on hiring timing

c Procurement Service Unit: Original Plan Reset: Revised based on hiring timing

d Strategic Sourcing Unit: Original Plan No Change

e Assessment Process: Original Plan No Change

f Exception and Feedback Process: Original Plan Reset: Schedule revised based on Portal strategy

Procurement Card (Pcard) Administration

Structural Resources and Efficiences (Org Structure)

Legend

Implementation Activity Continuous ImprovementTransition ActivityNew System / Process in Place

Public Competitive Bid Process Bid / Contract process ongoing

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Strategic Procurement Transformation IV. Key Milestones


* Specific Recommendations from Admin Review Report

APL : Administrative Practice LetterRFP: Request for Proposal

SSAC: Shared Services Advisory Committee

April May June

Structure / Organization

(3A-F)*

- Interim Leadership Task Assignments - Presidents / CFOs Briefed - Meet w/ Current Procure Staff- Continue Interim Task Assignments- CPO Position Posted

- Current Procure Positions: > Continued Communications

Procurement:

Travel & Expense

(1a A-E, 3F)*

- Kick off: Travel & Expense RFP - Travel APL Update (APL) > Draft complete

Strategic Sourcing

(1b A-E, 3F)*

- Sourcing Contracts in place: > Shipping > Added MaineSt Market suppliers: Lowes, FW Webb

- Sourcing Kick-off: > Electricity > Energy Management Consulting

Procurement Card

(2A-D, 3F)*

- Kick off: Pcard/Travel Card RFP

Key Communications

(3F)*

Presidents Council: 4/10SSAC: 4/1

Presidents Council: 5/8

BoT Finance/Facilities: 05/16BoT: 05/19-20

Campus Visits: TBD ~05/13-17

SSAC: 6/10

~Admin Review Mthly Rpt: 06/03

Key ActivityFY13 Q4

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(3A-F)*

Procurement:

Travel & Expense

(1a A-E, 3F)*

Strategic Sourcing

(1b A-E, 3F)*

Procurement Card

(2A-D, 3F)*

Key Communications

(3F)*

Key ActivityJuly August September

- Current Procure Positions: > Same broad-based job duties > Continued Communications

- 1st Wave New Positions in Place: > CPO and others

- Procurement Operations: > AP Efficiency Module: Due Diligence and ROI

- Travel & Expense RFP > 1st Draft Complete

- Travel APL Update and RFP > Drafts distributed for review

- Travel APL Update > Review complete and released- Travel Services RFP > Review completed and RFP posted > RFP Response Eval Team in place

- Pcard APL Update drafted and distributed for review- Pcard RFP Drafted

- Pcard APL Update > Review complete and released- Pcard RFP > Draft distributed for review

BoT: 07/15

SSAC: 8/29

BoT: 09/23

p p

FY14 Q1

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(3A-F)*

Procurement:

Travel & Expense

(1a A-E, 3F)*

Strategic Sourcing

(1b A-E, 3F)*

Procurement Card

(2A-D, 3F)*

Key Communications

(3F)*

Key ActivityOctober November December

- Strategic Sourcing Dir in place- Interim Sourcing Service Dir in place- FY2015 Budget Allocation Planning

- Travel Services RFP > RFP Responses Received

- Travel Services RFP > RFP Responses Scored > Additional eval activity scheduled

- Travel Services RFP > Vendor Presentations Scheduled

- Sourcing Kick-off: > IT Hardware

- Pcard RFP > Review complete > Review Consortium Contracts

- Pcard RFP / Consortium Contract > Review consortium contracts

- Pcard RFP / Consortium Contract > on hold - due to required system upgrade for current Pcard Provider

SSAC: 10/7 SSAC: 11/21 9-11

BoT: 11/17-18

p p

FY14 Q2

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(3A-F)*

Procurement:

Travel & Expense

(1a A-E, 3F)*

Strategic Sourcing

(1b A-E, 3F)*

Procurement Card

(2A-D, 3F)*

Key Communications

(3F)*

Key ActivityJanuary February March

- FY2015 Budget Allocation Methodology in place

- Procurement Operations: > AP Efficiency Module (AP Director): Go / no go decision for upgrade

- Dept Management Tools in place: > Performance Assessment Plan > Communication and Feedback Plan

- Travel Services RFP > Vendor Presentations Scored > Reference calls completed

- Draft final recommendation- Project planning and System configuration

- Contracts in place: > Travel Management Company (TMC) > Travel & Expense System

- Sourcing Kick-offs: > Washer / Dryers

- Sourcing Kick-offs: > Vehicles > Fuel Credit Card- Sourcing Other > Engage Spend Analytics Firm

- Sourcing Kick-offs: > Custodial Paper Goods > Scientific Equipement- Sourcing Other > Provide Data to Spend Analytics Firm

'- Pcard System Upgrade > Develop Training Materials > Develop communications plan

- Pcard System Upgrade > System upgrade completed > Provide training and support

- Pcard RFP / Consortium Contract > Resume Consortium contract review, configuration and planning

'SSAC: 01-13 9-3

BoT: 01/27

'SSAC: 02-24 10-3

BoT: 03/24

Time Period Covered in this Report

FY14 Q3

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(3A-F)*

Procurement:

Travel & Expense

(1a A-E, 3F)*

Strategic Sourcing

(1b A-E, 3F)*

Procurement Card

(2A-D, 3F)*

Key Communications

(3F)*

Key ActivityApril May June

- 2nd Wave New Positions in Place '- Final Wave New Positions or Interim Assignments in Place

- Travel & Expense > Implementation Activity Begins

- Travel & Expense > Implementation Activity Continues

- Travel & Expense > Implementation Activity Continues > TMC review of service contract opportunities (Air, Car Rental, Lodging)

- Sourcing Other > Spend Analytics database available

- Sourcing Kick-offs: > Temp Employement

- Pcard RFP / Consortium Contract > begin implementation activity as required

BoT: 05/18-19

FY14 Q4

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(3A-F)*

Procurement:

Travel & Expense

(1a A-E, 3F)*

Strategic Sourcing

(1b A-E, 3F)*

Procurement Card

(2A-D, 3F)*

Key Communications

(3F)*

Key ActivityJuly August September

- Travel & Expense > Implementation Activity Continues

- Travel & Expense > Implementation Activity Continues > Select Pilot Site > Compile Training Materials

- Travel & Expense > Implementation Activity Continues > Pilot Site confirmed- TMC service contracts in place (Air, Car Rental, Lodging) - New Travel Policy Available (APL)

- Sourcing Other > Additional Opportunities Identified > FY 15 Work Plan in place

BoT: 07/15

SSAC: 8/29

BoT: 09/23

FY15 Q1

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Chief Procurement

OfficerRudy Gabrielson

Start Date: 09-02-13

PROCUREMENT OPERATIONS

Director

Accounting Support1 Spec CL3

Donita GallantStart Date: 08-26-13


Bruce Ellis

Accounting Support2 Spec CL2 Judy Gil


Jordan Shank


Marie LaForge


Michelle Pinette

ProcurementData

Management

Pcard Administrator

Stephanie LeBlancStart Date: 10-14-13

Procurement Applications

Management

Travel Administrator

PROCUREMENT SERVICES Director

ACTING: Kevin Carr Start Date: 12-02-13

Campus Procurement Coordinator1

Primarily Supports:

UM


Primarily Supports:UM


Primarily Supports:

USM


Primarily Supports:UMF, UMA, UMM,

UMPI, UMFK


Primarily Supports:

Flexible

Quality Assurance

Special Projects

Training & Education Manager

STRATEGIC SOURCING

DirectorRachel Piper

Start Date: 12-02-13

Data Analysis/Reporting

Contract & Vendor Management

Sourcing Manager1Information Technology

Category

Sourcing Manager2 Office Category

Gregg AllenStart Date: 02-03-2013

Sourcing Manager3AcademicCategory

Sourcing Manager4Transportation

Category

Strategic Procurement Staffing PlanStatus as of Feb 3, 2014

Detail of Chart 14, Page 46 of Administrative Review Report http://thinkmissionexcellence.maine.edu/strategic-procurement/


Current Position Continuing Without Change

Position Posted and Filled

Interim Assigned Prior to Posting

Position Posted

Position Description Completed and Approved

Hiring Status Key

Rachel Piper - Lead UMSGary Haslam UM Harold Wells UMSRick Guthrie UMGregg Allen UMSMike Noblet UMKevin Carr UMSMike Cyr UMS - ITS

Coordinating strategic sourcing activity

while new department being set up

Strategic Sourcing Transition Team

Kevin Carr - Lead UMSAdam Corrigan UMSAnne-Marie Nadeau UMSHeather Kennedy UMPIJeff Joy UMSKelly Bannen UMKim Moody UMALeslie Guearrette UMFKMelissa Groleau USMMike Noblet UMRosemary Bouchard USMStephanie LeBlanc UMS

Procurement Support Transition TeamCoordinating procurement support activity while

new department being set up

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STRATEGIC PROCURMENT INITIATIVESCore Team / Subject Matter Experts (SMEs) / Advisory Groups


Rudy Gabrielson - Lead UMS Kevin Carr - Lead UMS Rachel Piper - Lead UMS Kevin Carr - Lead UMS Rachel Piper - Lead UMS Mike Hastings UMGregg Allen USM Lisa Fournier UMFK Will Dunlay USM JoAnne Wallingford UMPI Gregg Allen UMS Greg Kolvoord UMStephanie LeBlanc UMF Kim Moody UMA Peter St. Michel UMA Michael Cyr US Laurie Garnder UMF Robert Lad UMBeth Morin UM Kelly Bannen UM Paul Kuplinski USM Derek Husson UM Daniel Sturrup UM Rick Guthrie UMKevin Carr UMS Rudy Gabrielson UMS Mike Swartz UM Andrei Strukov UM Sarah Burkhardt USM William Otto UMMAlison Cox - ITS PM UMS Alison Cox - ITS PM UMS Mike Noblet UM Judith Ferrante USM Trish Bola USMKate Van Dine - ITS UMS Kate Van Dine - ITS UMS Andy Jacobs UMFK Kathry Falco UMF Larry Waxler USM

Kim Tran UMA Larry Violette UM Marjorie Jarry USM Dianna (Dee) Dipaolo USM Sheri Stevens UMA Danny Hughes USM Marty Parsons UMPIPeter Watson USM Nicole Vinal Harvie USM Laurie Gardner UMF Jason Howard USM Gary Stephenson USMVanessa Pearson UMPI Robert Spencer USM John Murphy UMFK Todd Zoroya UM Tyler Kidder USMJamie Beaudoin UMF Asita Albert UMFK Tom Potter UMM Scott Dunning UM Hal Wells UMSJoyce Blanchard UMA Lisa M Ellrich UMF Janet Waldron UM John Young UMEmmanuel Boss UM Lauren Dubois UMA Bob Bertram USM Carmel Blankenship UMJohn Mahon UM Diane Blanchette UMA Marty Parsons UMPI Michele Lodgek UMPatti McPheters UM Jodie Feero UM Chip Gavin UMSSue Randall UM Ranae Byard UMEllen Doughty UMS Hiedi Chan Buck UMBill Kelley - Risk UMS Owen Smith UMTracy Elliott - Finance UMS Bill Kelley - Risk UMS

Tracy Elliott - Finance UMSAlison Cox - ITS PM UMSJohn Brown - ITS UMSJoyce Blanchard UMASusan Randall UMBeth Morin UMMarty Parsons UMPITammy Blair USM

Subject Matter Experts (SME)

Laundry ServicesCore Team

Subject Matter Experts (SME)

Restricted Funds Advisory Group

Travel Services Procurement / Travel Card Energy Management IT HardwareCore Team

Subject Matter Experts (SME) Subject Matter Experts (SME) Subject Matter Experts (SME)

RFP Response Evaluation Team

Core Team Core Team Core Team

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STRATEGIC PROCURMENT TRANSFORMATIONTransition teams


Kevin Carr - Lead UMS Rachel Piper - Lead UMSAdam Corrigan UMS Gary Haslam UM Anne-Marie Nadeau UMS Harold Wells UMSHeather Kennedy UMPI Rick Guthrie UMJeff Joy UMS Gregg Allen UMSKelly Bannen UM Mike Noblet UMKim Moody UMA Kevin Carr UMSLeslie Guearrette UMFK Mike Cyr UMS - ITSMelissa Groleau USMMike Noblet UMRosemary Bouchard USMStephanie LeBlanc UMS

Procurement Support Transition Team Strategic Sourcing Transition Team

Coordinating procurement support activity while new department being set up

Coordinating strategic sourcing activity while new department being set up

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Administrative Review:Strategic Performance

Date 11/29/2013 12/6/2013 12/13/2013 12/20/2013 12/27/2013 1/3/2014 1/10/2014 1/17/2014 1/27/2014Backlog* 252 162 271 234 331 260 269 222 357 Timely ** 852 825 855 1,077 801 1,061 1,425 1,098 1,234 Total Invoice 1,104 987 1,126 1,311 1,132 1,321 1,694 1,320 1,591

* Backlog: Invoices in the queue longer than 21 days from invoice date. ** Timely: Invoices expected to be processed on time

‐

200

400

600

800

1,000

1,200

1,400

1,600

1,800

11/29/2013 12/6/2013 12/13/2013 12/20/2013 12/27/2013 1/3/2014 1/10/2014 1/17/2014 1/27/2014

252 162 271 234 331 260 269 222

357

852 825

855 1,077 801

1,061

1,425

1,098

1,234

AP Backlog Information

Backlog* Timely **

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10/10/2013 10/22/2022 10/28/2013 11/1/2013 11/8/2013 11/15/2013 11/22/2013 11/29/2013 12/6/2013 12/13/2013 12/20/2013 12/27/2013 1/3/2014 1/10/2014 1/17/2014 1/27/2014Timely ** 1,725 1,328 1,202 979 1,182 1,012 936 852 825 855 1,077 801 1,061 1,425 1,098 1,234

Backlog* 1,296 1,278 392 374 280 162 105 252 162 271 234 331 260 269 222 357

1,296 1,278

392 374 280

162 105

252 162

271 234 331

260 269 222 357

1,725

1,328

1,202

979 1,182

1,012 936

852 825

855

1,077

801

1,061

1,425

1,098

1,234

‐

500

1,000

1,500

2,000

2,500

3,000

3,500

Invoice Co

unts

AP Backlog Stats10/10/2013 ‐ 01/27/2014

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