- Main principles Purchases
- Main goals Purchases
- Subgoals and activities
The purchasing strategy 2020 will build on main goal 4 of Strategy 2024, adopted in June 2017; “OsloMet will be a professional organisation with committed students and staff, and with a well-functioning infrastructure.”
In order to reach this goal, we must work continuously to improve and streamline administrative services. OsloMet purchases goods and services for approximately 700 MNOK annually. Small improvements in the way we manage purchases can mean that several million kroner can be set aside to the core tasks.
An analysis and benchmarking of the purchasing function was completed in January 2017. The report prepared by Rambøll revealed risks of regulatory violations, inefficient processes, lack of analysis and reporting, lack of monitoring of contract and low priority of "good purchasing".
The purchasing strategy establishes guidelines for how managers and employees at OsloMet should handle procurements and further develop the purchasing function. With increased focus on management, efficient process flow and a sound decision-making basis, the management will ensure changes in knowledge and behaviour wto purchases.
4.1 All employees
- Contribute in guaranteeing that procurement processes happen according to legislation and regulations on public procurements, as well as tothese main principles and other internal guidelines
- Are loyal to the framework agreements and order goods and services through the procurement system
- Develop specifications that allow for wide competition, innovative solutions and that cover effective needs
- Safeguard social, ethical and environmental responsibilities in all procurements where this is relevant
- Contribute to a good and dynamic cooperation with the suppliers and provide written feedback to the manager of the contracts in case of non-conformities and dissatisfaction with the supplier and / or deliveries
4.2 All managers with budget responsibility
- Follow-up that employees comply with regulations and internal guidelines
- Schedule procurements and resource needs well before the needs must be met
- Ensure common goal achievement in the procurement area by puttingpurchases on the agenda
OsloMet has a professional purchasing function with high competence and a clear management that ensure efficient use of resources.
6.1 OsloMet has a good anchorage and management of the purchasing area
6.1.1 Establish a routine for internal control and measurement of KPI in relevant areas
6.1.2 Enhance managers' skills and administrative capability with respect to purchasing
6.1.3 Develop a communication plan and review information and content on the intranet
6.2 An efficient process flow and working form characterise the purchasing area at OlsoMet
6.2.1 Standardise the processes with clear role and task allocation by developing and implementing relevant procedures and templates describing how we plan, implement and monitor procurements
6.2.2 Map competence and capacity, implement training measures to prepare for future challenges
6.2.3 Facilitate for better use of the Tool for tender management (Konkurransegjennomføringsverktøyet; KGV)
6.2.4 Increase the proportion of orders made through the purchasing system from 40% to 60%
6.3 OsloMet recognises and promotes the value of the purchasing area
6.3.1 Develop reports for the management on relevant data, goal achievement and status of ongoing cases
6.3.2 Clarify purposes and develop plan for the Purchasing Forum 2018
6.3.3 Evaluate OsloMet’s procurement cooperation with other businesses and make a follow-up plan
6.4 OsloMet covers the effective needs for goods and services through good contract coverage and appropriate solutions
6.4.1 Analysis to identify potential savings and new areas of agreement
6.4.2 Provide better resource planning for procurements over 500,000 NOK
6.4.3 Develop a 12 month continuous procurement plan
6.4.4 Establish systems and routines for regular follow-up / survey of user satisfaction and needs coverage
The adopted strategy is published on the website and the management tis responsible for making it known to the rest of the organisation.
The activities in Chapter 6 are mainly carried out with resources from the section of procurement, but require interaction with and contributions from the rest of the organisation.