Greetings Region 8

Hi Region 8!

There is some great news to share—additional training classes
have been added to our area.

Legal Aspects of Purchasing
February 19-21
Madison, Wisconsin

CPPO Review
February 27-28
Lisle, Illinois

CPPB Review
February 28
Lisle, Illinois

Fundamentals of Leadership and Management
March 14-15
Minneapolis, Minnesota

Contract Administration
March 27-29
Lisle, Illinois

Sourcing in the Public Sector
June 13-14
Minneapolis, Minnesota

For updates check Seminar Schedule.

Wisconsin Association of Public Purchasers Chapter of NIGP
www.wapp.org
Minnesota Chapter of NIGP
www.mnnigp.org
Midwest Association of Public Procurement Chapter of NIGP
www.mapp-nigp.org
Illinois Association of Public Procurement Officials
www.iappo.org 

Signing off until next time. . .

Patti Huth, CPPO, CPPB
Region 8 Representative
630.271.4134 (voice)
phuth7@comcast.net 

Report: Consolidation Trend To Drive Government IT Purchasing

By Doug Beizer,
Washington Technology

The research and consulting firm, Government Insights, predicts that global IT consolidation will heavily influence the direction and magnitude of worldwide government information technology
investment for 2007.

GI came to its conclusions after speaking with various levels of government leaders, technology vendors, consultants and government services contractors regarding business drivers and technology
trends.

“The government market, with over $150 billion targeted for technology spending
in 2007, is among the top three vertical industries worldwide,” says Teresa
Bozzelli, Chief Operating Officer and Managing Director of Government Insights.

“With a $9.1 billion dollar increase in technology investments from 2006 to 2007
and a compound annual growth rate projected at 4.1 percent through 2010, this is
both a high-value and high-growth industry that is typically less volatile that
many other IT industry markets,” Bozzeli said.

More than half of the federal government’s expenditures are allocated to
entitlement programs and increased costs of wartime and disaster relief, so
technology budgets will receive increased scrutiny in the upcoming budget cycle,
the study said.

IT spending will continue to be a priority to the extent that it drives or holds
down operational costs and improves service delivery to government constituents
including citizens, businesses and government partners, the study said. The
private sector will increasingly rely on government to assure security and
continuity through improved communications and coordination across governments.

The study’s top predictions:

•  Governments will pursue standardization and consolidation. Though the prioritization of resources being consolidated will differ by region, this trend continues to be driven largely by the global movement to reduce operational costs and increase government value through improved service delivery. Government organizations will pursue this path because they recognize that integrating applications, systems and processes will improve interoperability, operational effectiveness and utilization of the technology infrastructure that serves as the foundation for measurable government outcomes.

•  Information sharing and interoperability will drive improved government service delivery, but also call for new business and decision-making models to maximize IT value.

•  Government will create new procurement models and strategic sourcing  strategies. New collaborative business processes will drive government organizations to create new procurement models and strategic sourcing strategies that focus on the total value of IT solutions to desired business outcomes.

Government Insights of Falls Church, Va., is part of IDC of Framingham, Mass.
The parent company provides market intelligence, advisory services and events
for the IT, telecommunications and consumer technology markets.

For more information, visit www.washingtontechnology.com.

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Sound Decisions: Hear Expert Predictions At The TIPPs Symposium

Tremendous Ideas For Procurement Professionals
TIPPS SYMPOSIUM
MARCH 5 - 7, 2007 • HILTON SAVANNAH DESOTO

Sound Decisions:  Hear Experts' Predictions
To Guide Your Business-Critical Decisions

For K-12

•  National Association of School Safety and Law Enforcement Officers  
Vice President, Michael Herrington, discusses school and student safety issues

•  School Vending and Nutrition:  Healthy Kids v. Healthy Funding presented by  
Thomas W. Sims, CPPB, Volusia County Florida School Board and winner of   
the 2005 NIGP Best Practices Award

For eProcurement

•  Users and suppliers explain the value of Enterprise Resource Planning (ERP) and how to position your agency for the 21^st Century

•  First-hand accounts of the cost savings and efficiencies gained from online purchasing systems and reduced inventories

Insightful workshops • Interactive panel discussions • Real world case studies

Review the complete agenda and reserve your space today at  TIPPS Symposium. [ return to top ]

How Do You Define Your Role?

The Public Procurement Professional -  Contributor of  Customer Service Support or Strategic Partner?

by Joe Marotta, CPPB, CPPO
Supervisor, Purchasing and Contract Administration
Purchasing and Payment Unit Financial Services
Ryerson University
Toronto, Ontario

Webster’s Dictionary defines a customer as “one that patronizes or uses services” and goes on to define service as “a contribution to the welfare of others” or “a useful labour”.  It is reasonable then that the term “customer service” can be defined as “providing a useful contribution to one who uses your services”.  To that definition I would also add “in a timely fashion”.

A useful contribution – that’s it! Eureka!

Purchasing:  Customer Service Support

Customer Service - seems easy enough.  We all know what it is.  But do we really?  Let’s examine this concept more fully shall we?

Where does customer service begin and more importantly where does customer service end?  This is an important question since customer service for one person may not mean the same thing to someone else.

For example, let's say your superior demands a non-compliant or late bid be accepted.   Would you be providing good customer service if you went along with those illegal acts?  Of course not!

A fundamental discussion needs to take place as to who our customer really is.  As public procurement professionals we have many customers.  Our customers include the superior you report to, people that report to you, your client in the department you serve, the taxpayer, peers, politicians, vendors, the general business community, the general public and perhaps some others as well.  To further complicate matters, all of these customers may have conflicting priorities that must be juggled to keep in check.  We do have a tough and sometimes rewarding occupation.

We all strive to provide good customer service in our work environments. However, our work environment has changed.  We are no longer simply processing paper.  We are now recognized as having expertise in an important field – professionals.  We have valuable advice to offer.  The concept of delivery of good customer service now has changed from what it was just a few short years ago.

Customer Service in Purchasing has always had the connotation that Purchasing was a support function.  Support function, in my view, has always had the undertone of clerical.  In many ways Purchasing is a support function, however, it is clearly not a clerical function.  It is our duty to support our customers.  However, it is also our duty to comply with organizational policies and legal requirements.  As we have witnessed with the changes in our work environment, Purchasing has become a strategic partner for the organization and not simply a support function.

Purchasing:  A Strategic Partner

At what point, in your organization, will purchasing cease to be simply seen as a customer service support area versus a real strategic partner providing consultant services in the best interests of the organization as a whole?  How will purchasing raise its profile within your organization in order to have the clout to meet both your customers’ requirements and also meet legal requirements designed to protect the organization? 

In the past, you received a requisition, solicited prices and placed a purchase order.  We used to work chiefly in a silo and did not have much contact with the customer.  Good customer service was easily measured by, for example, how quickly requisitions or solicitations were processed.

With the progression in our industry of being in a silo to working in team environments this is all changing.  We are now much more likely to be part of a group that is charged with the responsibility of the common goal of making a procurement or a project happen.  With the advent of purchasing cards more time is now available to the purchasing professional to contribute to the high dollar value and more complex purchases.

Purchasing:  Part Of A Team

It is very likely that, as purchasing professionals, we are part of many teams concurrently.  We bring our expertise to the team while other members bring their specialty.  Every team member has been specifically selected and has an important part to play - and the objective is to successfully attain the goal set before us while balancing all of the apparently (at first blush anyway) conflicting priorities.

What would happen if you are on a team and you were met with opposition to your proper advice? Perhaps the project lead does not agree with the regulatory constraints or the nuances of fairness and equal treatment that we, in public procurement, are all too familiar with. You voice your opinion but the project lead may insist that you are not providing good customer service.  Should you accept their position?  After all they are the client aren’t they?   Would this be right?  How would you handle this situation?  Does Purchasing in your organization have enough clout to ensure that legal and other purchasing requirements are adhered to?  As a professional public purchasing representative is your “voice” in your organization listened to?  Or is that voice drowned out by others on the team that have a bigger “voice”?

Of course answers to the above questions are dependent on the individual situation and the organization you work for.  But in any case the Purchasing representative on the team must be viewed as a real contributor to the organization and not just as contributing to the client or team goal.  In fact, the team goal/s should be in line with the goals of the organization as a whole.

With the award of major contracts and the dollars they represent at stake, purchasing must advance to a corporate level in the organization that is fully valued and respected.

Purchasing:  Part Of The Legal Department

One solution is that Purchasing could be a division within your Legal department.  In this manner, the public procurement organization’s obligations of duties of equal treatment, fairness and disclosure would be perceived by all of our customers as being given the necessary significance and authority within the organization.  A division of the Legal Department would garner much more respect for Purchasing and raise its profile within your organization.  In addition this placement would facilitate bulletproof solicitation documents and optimal legal contracts.

Purchasing:  Part Of The Audit Department

Perhaps Purchasing should be part of the Audit Department.  The Audit Department in most organizations is fully autonomous and independent. In most cases Audit generates reports after activities have occurred to reflect on whether certain measures have been met or not. Recommendations are made and then may be adopted in order that changes can be made for improvement.  I think that is fine and dandy but I prefer a more real-time approach.  Issues should be observed and acted on immediately not at a later date.  That later date is too late.  Purchasing, perhaps as part of the Audit function, can act with more authority and would be able to avoid risky situations.

Purchasing:  An Independent Department

The best solution, in my opinion, would be that Purchasing, as an independent division, report directly to the person in your organization that actually signs off on procurement/contract award recommendations.  This would go far to ensure fairness and transparency. This would demonstrate that, as an autonomous body, purchasing as well as the organization has no interest in which vendor fulfills the need and is awarded a contract.  This would reinforce our position of not treating one vendor with a preference at the expense of another vendor.  In this case Purchasing would be visibly seen as a “third” party in the process and the client seen as being “at arms length” with the vendor. With this strategy Purchasing can truly be regarded as an operation that is perceived as fair, transparent and impartial.

Whatever our role, there will be occasions where our recommendation/s may not accepted.  The client chooses another route to fulfill their mandate.  We must remember that our role is to advise.  When we have carried out our due diligence with the customer we have fulfilled our obligation to customer service as professionals.

These are important considerations and perhaps in the near future our role as public procurement professionals will evolve and mature to the point where all of these questions are answered successfully and our labour is seen as a truly valuable contribution to organizational goals.

What Do You Think?

We want to hear from you.  How would you define your role? Would you like to respond or share your opinion?  Send your response to publications@nigp.org.  Your comments will be shared in an upcoming issue of the Buy Weekly. 

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How Can You Prepare For The CPPB Written Exam?

Your First Step May Be To Attend This Webinar: 

The CPPB Written Exam - What To Expect?
Tuesday, January 30
1PM to 2:30 PM EST
Registration Deadline:  Wednesday, January 24 

Presented By:  


William E. Hertwig, Jr.
CPPO, CPPB, C.P.M., A.P.P.
Assistant Director
Procurement and Material Management Department
of MTA Metro-North Railroad
New York, New York

Please note:  This Webinar will provide some typical practice examination questions but will not cover actual questions that will be asked during the CPPB examination. 

Register today at CPPB Preparation.  [ return to top ]

NIGP Instructor Talent Search Begins

• Candidate must hold a CPPO or CPPB designation.
• Successful completion of the NIGP Train-the-Trainer Seminar.
• Completion of three NIGP Student Training experiences with a customer
  approval rating of 90 percent or above.
• Possess work-related experience and a broad range of information and
  understanding in the subject matter taught.
• Ability to communicate subject matter through various teaching methods 
  to facilitate the student’s ability to gain insight, knowledge, skill and/or ability
  in the area of concentration.

Start the Process:

Becoming an NIGP Instructor begins by completing and submitting the Instructor Training Application.

Make a difference in the lives of public procurement professionals.
Join the NIGP team of talented instructors.

Qualified applicants will be invited to attend the upcoming Train-the-Trainer on April 18 - 20 in Herndon, Virginia.

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Congratulations New Government Contractor Certificants

The Government Contractor Certificate (GCC) Program is designed specifically for private sector contractors who desire a greater awareness and understanding of public procurement processes and the government purchasing environment.

Knowledge and understanding of public sector contracting laws, principles, policies and practices eliminate confusion and help to ensure quality offers and proposals while improving communication between the buyer and seller.

Congratulations to the following from Canon USA, Inc. for achieving the NIGP Government Contract Certificate:

Kathleen Aloush
Manager, Government Bids
Canon USA, Inc.

Frank Carroll
Manager, State AE
Canon USA, Inc.

Jomau Douglas 
Government Bid Speciaist 
Canon USA, Inc.

Paulette Echols 
State Bid Specialist 
Canon USA, Inc.

Jerold Flynn
State Account Executive
Canon USA, Inc.

Denise Harper
Federal Contracts Manager
Canon USA, Inc.

Loris Jacobs
State Account Executive
Canon USA, Inc.

Timothy Lynn
State Account Executive
Canon USA, Inc.

Wanda Nuckolls
Federal Bids Specialist II
Canon USA, Inc.

Katrina Snow
Contracts Associate
Canon USA, Inc.

Tim Vincent
Account Executive
Canon USA, Inc.

Michael Wright
State Account Executive
Canon USA, Inc.

Tabitha Yothers
Associate Director, Contracts & Compliance
Canon USA, Inc.

For more information on the GCC Program, please visit www.nigp.org/gcc or email gcc@nigp.org.

 
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Did You Know That...

NIGP offers high quality audio/video Webinar recordings available for purchase at our online store.  We have transitioned from audio-only recordings on CD to a superior audio/video recording via email link.  This new product allows you to listen to a previous recorded Webinar with the full presentation right at your fingertips.  You can manipulate the recording to jump to different parts of the presentation and replay the session as many times as you wish. 

Choose from eight audio/video webinar recordings at a cost of $50 each.

Shop and purchase these new recordings in 4 simple steps!

1. Access www.nigp.org and click on Online Store tab in the upper right
    of the page/screen.
2. In the product type category, select Webinar Recordings – click on Search.
3. Login to the system with your username and PIN.
4. Select the Webinar recordings from the list you wish to purchase. 

You will receive an email link with access directions for the recording. 

Please visit NIGP’s library of recordings in the future as new recordings are constantly being added.  And check out Live Webinars for upcoming webinars to join. [ return to top ]

New Year: Time For 2007 IFPSM Award Nominations

The International Federation of Purchasing and Supply Management, IFPSM, presents three annual international awards to members of the worldwide procurement professional for their outstanding talents and contributions in the following areas:

Garner Thémoin- Advancement of the Profession  Award 

This award is presented to an individual for his/her modest, unselfish, sincere, and persistent efforts for the advancement of Purchasing, Supply Management and Logistics and who is able to assist and guide purchasing agents in their endeavors .
   
Hans Ovelgönne - Purchasing Research Award

This award is presented to candidates who may be from universities, companies and associations that provide proof of their outstanding contribution to the development of Purchasing and Supply Management based on Research and Development studies and works.
     
Lewis E. Spangler - Purchasing Professional Award

This award is presented to candidates who may be from companies and associations where they have proved their outstanding commitment to the profession of Purchasing and Supply Manaagement by evidence of succesful contribution to the bottom line as well as by support given to their collaborators in the field of Education and Training.

If you would like to nominate a colleague, please complete the IFPSM Nomination Form and submit no later than Thursday, March 1, 2007 to johnwagner@bellsouth.net or via mail to Director General, P.O. Box 88450, Atlanta, Georgia 30356.

The Award Nomination Criteria is as follows:

Eligibility

The selection is not restricted to Members of IFPSM Associations or related Institutions only.  Applicants can be professionals, academia as well as CEO's from major companies supporting Purchasing and Supply Management.

Final Choice and Report

The final choice of a person who deserves to get honoured with an IFPSM Award has to be made by the Board of Directors in due time for the next Member Body Meeting.  The Board of Directors has to report to the Member Bodies about its final choice.

Publicity

Extensive publicity should be provided by all Member Associations and Institutions of the Federation, both in their professional magazines as well as in their national press. For that purpose press-releases compiled by the Award Committee or translations of the final report in the official languages should be issued by all Member Associations. Senior Delegates are requested to support and check the follow-up of these activities. These reports to the Council will be seen as crucial for the PR-effect for our Federation and the Profession.

Restriction

The only restriction on eligibility is that the incumbent Officers of the Board of Directors shall not be eligible to receive an award during their time of office.

Presentation of Awards

The presentation of Awards shall be made at the banquet of the bi-annual Congresses of IFPSM or during the reception offered to the Member Bodies at the occasion of each Member Body Meeting (President’s Dinner). On the wish of the recipient or his/her Association the presentation can be made in the next National event, organized by his own organization or institute.

If you have any questions or require additional information, please contact johnwagner@bellsouth.net. [ return to top ]