Transcript Dias nummer 1

The Danish National Procurement Ltd.
Union, principally financed by the EU.
A joint initiative of the OECD and the European
(Statens og Kommunernes Indkøbs Service A/S – SKI)
Centralised Purchasing Systems and
Electronic Procurement
Presentation of the Danish System for
centralised purchasing: SKI
Soeren Jakobsen
Malta, Thursday 26 January 2006
© OECD
Union, principally financed by the EU.
A joint initiative of the OECD and the European
Agenda
•
•
A few facts about the company SKI
The company’s new strategy (as from Dec. 2002)
• Co-ordinated purchasing
•
The future strategy of SKI
• SKI – the interactive company …
• Our vision for a “Centre for Public Procurement”
•
•
Our electronic tendering system; ETHICS
Comments and questions
© OECD
Established in 1994 as a limited
company.
Union, principally financed by the EU.
A joint initiative of the OECD and the European
A few facts about the company SKI
Business model
A percentage (typically 1%) of
turnover on contracts from vendors
Field of activity
Contributing to greater efficiency in the
area of public purchasing by
establishing and maintaining attractive
framework agreements
Number of employees: 43
Number of framework agreements:
approximately 50
Owners
• Ministry of Finance (55%)
• KL, the National Association
of Local Authorities (45%)
The company is situated in
the heart of Copenhagen
© OECD
Union, principally financed by the EU.
A joint initiative of the OECD and the European
A few facts about the company SKI
Present activities

Framework contracts (on large ’standardized’
procurement areas)

Advise on public procurement (data collection and
handling, choice of supplier and solutions, procurement policy, tools
for estimating procurement volume, green procurement)

Consultative services (procurement analysis, ecommerce, advice in obtaining internal compliance)

E-commerce initiatives (customer-related price lists,
advice on implementation of e-commerce)

Building of qualifications (courses and seminars, usergroups, dissemination of knowledge)

Tools (electronic tendering system ETHICS, mini-tenders, eauctions)

Other services (guides, best practices, articles, PR, advice
on how to communicate internally)
© OECD
150 billion DKK
Building and
construction
Roadwork
Special
software
Clothing
Cleaning
Level of Standardization
High
Low
Union, principally financed by the EU.
A joint initiative of the OECD and the European
A few facts about the company
SKI’s focus on products and services
Hospital equipment
Medicine
Craftsman services
Window-cleaning
Special
hardware
Eldercare
IT operation
Hospital articles
IT- and management
consultancy services
Lawyer- and
accountantservice
Ambulance-service &
patient transport
IT-outsourcing
Open Source
Handicap aid
Advertising
Scanning of
construction
drawings
Newspapers/
magazines
Gas
Electricity
Food
Travel services
Printed matters
4 billion DKK
Tele- and data communication Office stationary
IT-standard
Furniture
IT-standard hardware software
Vehicles
Fuel
Office machines
Cleaning articles
Financial services
8 billion DKK
IT for education
White goods
Large Potential turnover Small
© OECD
80%
Auditing serv.
70%
Energy
XY= 342 m.DKK/23,3%
60%
%-growth from ’03 to ’04.
Union, principally financed by the EU.
A joint initiative of the OECD and the European
A few facts about the company
Turnover breakdown by product areas, 2004
50%
Telephony & data transmission
Electrical articles
40%
30%
0
20%Furniture
500.000.000
Paper
10%
1.000.000.000
1.500.000.000
Travel services
2.000.000.000
IT
0%
Cover articles
-10%
Office supply
-20%
Cars
-30%
Source: SKI’s 2004 result
Turnover 2004 (DKK)
© OECD
A few facts about the company
SKI’s turnover
2004
+45%
6.000
Union, principally financed by the EU.
A joint initiative of the OECD and the European
(million DKK.)
+23,3%
5.000
+8,5%
4.000
1998
56%
3.712
+12,2%
2.748
-3,5%
4.027
5.128
+5,8%
3.886
2004
4.112
+20,4%
3.082
+13%
47%
+37%
30%
+36%
+24%
10%
13%
3.000
2.000
25%
15% 1.000
4%
0
1998
1999
2000
2001
Regions
Semi-public companies
2002
Municipalities
2003
2004
Central authorities
2004
Est. 2005
Total turnover: 5.100 + 1.000 = 6.100 m. DKK = 880 m. EUR
Result: 9,1 m. DKK
Ordinary turnover: 6.600 m. DKK= 950 m. EUR
Result: 3,8 m. DKK
© OECD
10,000
2004
8,000
Years result (in million DKK)
Union, principally financed by the EU.
A joint initiative of the OECD and the European
A few facts about the company
SKI’s turnover and result
6,000
2000
4,000
1999
Est. 2005
2001
2,000
Budget 2006
2004
0,000
3.000.000
-2,000
4.000.000
5.000.000
6.000.000
7.000.000
8.000.000
2003
-4,000
-6,000
2002
Total turnover from framework contracts (in 1.000 DKK)
© OECD
 National
Union, principally financed by the EU.
A joint initiative of the OECD and the European
The company’s current strategy (as from Dec. 2002)
Mission
Procurement Ltd. creates increased returns of scale in
public procurement to the benefit of its customers and the welfare of
the Danish citizens.
 The
advantages are secured by maintaining close ties between
customers as well as suppliers, but at the end of the day National
Procurement Ltd. acts primarily in the interest of the public sector.
 The
customers are secured a more attractive price and quality than
they would be able to obtain themselves, procurement expenses are
held to a minimum as there is no need for them to carry out own
tenders and electronic procurement systems secure efficient buying.
 The
suppliers are secured lower costs due to reduced public
tendering and reduced marketing costs due to National Procurement
Ltd.’s centralised marketing and e-procurement systems.
 National
Procurement Ltd acts in accordance to commercial
principles and at the same time promotes green and energy saving
procurement.
© OECD
 By
Union, principally financed by the EU.
A joint initiative of the OECD and the European
The company’s current strategy (as from Dec. 2002)
Vision
securing attractive framework agreements the Danish
National Procurement Ltd. wants to play a central role in
contributing to greater efficiency in the public procurement.
 By
establishing close partnerships with the public procurement
agents, National Procurement Ltd. wants to establish and
maintain framework agreements that are in demand, make a
difference for our customers and strengthens the company.
 National
Procurement Ltd. wants to improve the professional
dialogue and cooperation with public procurement agents,
suppliers to the public sector and consultants.
 National
Procurement Ltd. is committed to a policy of acting as
an innovative and committed employer with the capacity for
attracting, maintaining and developing skilled and motivated
staff.
© OECD
The company’s current strategy (as from
Dec. 2002)
Strategies and specific action plans
A joint initiative of the OECD and the European
Priority
How?
Union, principally financed by the EU.
Why?
•By securing attractive framework
agreements National
Procurement Ltd. wants to play a
central role in contributing to
greater efficiency in the public
procurement
•By establishing close
partnerships with the public
procurement agents National
Procurement Ltd. wants to
establish and maintain framework
agreements that are in demand,
make a difference for our
customers and strengthens the
company
•National Procurement Ltd. wants
to improve the professional
dialogue and cooperation with
public procurement agents,
suppliers to the public sector and
consultants
•National Procurement Ltd. is
committed to a policy of acting as
an innovative and committed
employer with the capacity for
attracting maintaining and
developing skilled and motivated
staff
1. Attractive
framework agreements
•
•
•
•
2. Partnerships with public
procurement agents
3. Revitalising the
organisation
•
•
•
•
•
•
•
4. Focused marketing
activities
5. Focus on profitability
•
•
•
Discontinue unsatisfactory framework agreements
Strengthen analyses and follow-up
Strengthen user-involvement
Extend co-ordinated purchasing
• Dissemination of knowledge
• Meetings for procurement agents
• New marketing strategy
• Partnership programmes
• Education and training of customers
• Offer consultancy
Adjustment of the organisation
• Publish guides to public procurement
Project-groups regarding tendering
Further improvement of qualification
Involvement of employees
Further improvement of management
Benchmarking of efficiency
• Customer prioritisation
Secure key qualifications
• Differentiated targeting of customers
• Prioritise use of resources to match
potential turn-over
• Partnerships with consultancy firms
and architects
• Commercial use of ETHICS
Strengthen financial control
Strengthen debtor control
Strengthen employees knowledge of
expenditure
6. Active supplier-policy
7. Dissemination of
e-procurement
8. Strengthen close
partner-relationships
• The Public Procurement Portal
must function according to demand
• Development of an e-procurement
catalogue that is independent of emarketplaces
• Create benefits for suppliers
• Marketing in cooperation with
suppliers
• Consultancy regarding choice of
supplier
• Precision of demands to suppliers
• Establish close relationships to:
• Shareholders
• Interest groups
• Trade organisations
• Consultants
• Media
© OECD
Union, principally financed by the EU.
A joint initiative of the OECD and the European
The company’s current strategy (as from Dec. 2002)
SKI’s primary goal

SKI’s main challenge: How can SKI secure attractive
framework contracts, that are better than the
contracts that each of our customers in the public
sector can obtain themselves?
• Exact knowledge concerning the demands and needs of
the customers through their active involvement in SKI’s
process of generating framework contracts
• Co-ordinated purchasing where the customers before and
during the tendering process are invited to pool their
expected turnovers on the different framework areas
• Secure an effective competition amongst the potential
suppliers.
© OECD
Large and small SKI-customers both obtain larger
discounts and/or lower prices through co-ordination
than they could obtain themselves
Discount from supplier
Union, principally financed by the EU.
A joint initiative of the OECD and the European
Co-ordinated purchasing.
Basic principle.
One or more
customers
One or more One or more
customers
customers
One or more One or more One or more
customers
customers
customers
One or more One or more One or more
customers
customers
customers
One or more
customers
Total turnover
© OECD
Union, principally financed by the EU.
A joint initiative of the OECD and the European
Co-ordinated purchasing.
Co-ordination - before and after the tender.
Attractive framework contracts – pooling of
expected turnovers
Before the
tender
• Market-analysis
• Customer- and
supplieranalysis
During the
tender
• Binding turnover
expectations are
collected
• Customers are
invited to join the
process
After the
tender
• Turnover
• Co-ordination with
expectations
other customers
are distributed
between suppliers
© OECD
A joint initiative of the OECD and the European
The future strategy of SKI
“The Procurement Function of
the Future”
Union, principally financed by the EU.
Increased focus on the creation of value (savings, efficiency and quality)
Tasks
IT
Today
Development
Search for and selection of
vendors
Sourcing
Requirement assessments
Contracting
Contracts
Dispositions
Requisitions
Control of invoices
Tasks
Future
Dialogue with mgt.
Co-operation
Growth through technology
Development
Sourcing
Transactions
Total costs
”Make or buy”
Competence
Development of vendors
Involvement of users
Accelerate use of contract
Follow-up
Contracts
Transactions
Automation
Decentralization
New qualifications
needed
eTendering
Value chain
Integrated
eProcurement system
© OECD
Union, principally financed by the EU.
A joint initiative of the OECD and the European
The future strategy of SKI
Primary focus points
1. wave
2. wave
2005
•Market
orientation
•Revitalisation
of the
organisation
3. wave
2007
•Processes and
systems
•Building
up of
competences
•A deepening and
broadening of
partnerships
•Knowledge
sharing & valuebased leadership
© OECD
Union, principally financed by the EU.
A joint initiative of the OECD and the European
The future strategy of SKI
SKI – the interactive company
The main challenge



We must ensure that cooperation exists and that knowledge,
experience and attitudes are exchanged. If not it will be
impossible to develop the right solutions, of high quality and
at the lowest possible cost.
We must combine what is individual and what is common.
Make what is individual relevant for and possible in the
community. In short: Create room for the individual in the
community and room for what is common in the individual.
We must optimise processes and systems that make is
possible for knowledge to be transported round in the
organisation and ensure that knowledge is at hand where it
is needed to generate value, increase creativity and
innovation.
© OECD
Union, principally financed by the EU.
A joint initiative of the OECD and the European
The future strategy of SKI
SKI – the interactive company.
Overview
• Attractive workplace
• Competencebuilding
• Recruiting
• Job appraisal
interviews
• Curiosity
• Social
competence
Talented
colleagues
SKI
the interactive
company
Externally
Internally
• Growth
• Simplification
• Prioritising
• Management
training
• Partnerships
• Structural frame
Unique
• Building
organisation
• Culture
• Values
• Knowledgesharing
Good
management
Value-adding
Productivity
• CRM
Supporting • ETHICS
technologies • ERP
• Electronic
archives
© OECD
Union, principally financed by the EU.
A joint initiative of the OECD and the European
The future strategy of SKI
SKI’s vision: ”Centre for Public Procurement”
Aims:
•Openness
•Cooperation –internally and
externally
•Flexibility
•Proximity to customers, suppliers and
cooperating partners
Vision: SKI wants – supported by an
attractive building - to be the natural
and inspiring focus point for all
persons and organisations involved
in public procurement.
The elements of the concept
•Other organisations are invited to
become tenants
•Project facilities
•Seminar and conference facilities
•Showroom facilities
•Service for visitors
© OECD
Besides being an exciting business opportunity ETHICS offers:
Union, principally financed by the EU.
A joint initiative of the OECD and the European
Our electronic tendering system
ETHICS is a central element in our new strategy
Compliance
with EU rules
Efficiency
• Complies with
thresholds, time
frames, methods and
standards
Transparency
• Internal productivity
•Development and re-use of knowledge and legal terms
•Workflow controlled execution
•Document Library
•Easy involvement of new users
•Management overview and control
• Growth in turn-over
•Strengthen user-involvement and accelerate use of contracts
• Efficient use of experts in the evaluation phase
• Help customers run own tenders
• No complaints from
vendors have lead to
legal issues
•Ability to handle an
increasing number
of complaints in the
future
• Involvement of users
easy and meaningful
[inno:vasion]
© OECD
Union, principally financed by the EU.
A joint initiative of the OECD and the European
Comments and questions …
© OECD