PROCUREMENT STRATEGY 2014/2015
Glasgow Caledonian University Strategy, Vision, Mission and Values
Our vision is that by 2015 we will be a successful international university delivering access and excellence, with
a strong commitment to the common good. We believe that we can best deliver access and excellence and
make our distinctive impact for the common good through partnership working with a network of
international higher and further education institutions, public sector organisations, business partners,
foundations and trusts, and the voluntary sector to secure and increase our reach and impact in education and
research.
Our mission is to provide an outstanding inclusive learning environment underpinned by curiosity driven
research allowing us to: share our knowledge and expertise; work in partnership with business, the
professions and the public sector; create successful global graduates and citizens and deliver economic and
social benefit for the communities we serve. We are value-oriented and goal-directed.
The core values which underpin our vision are Excellence, Achievement, Leadership, International outlook,
Invention and innovation, Trust and integrity, Diversity and Courage.
The key principles guiding how we operate are Equality of opportunity, Good citizenship, Partnership, Good
governance, Accessibility and approachability.
Glasgow Caledonian University Procurement...
...and the Scottish Government
Glasgow Caledonian University needs to make the best use of public money and focus on helping the
government achieve its overarching purpose and strategic objectives. The University will continue to fully
support and actively contribute towards achieving the desired outcomes of the Scottish Government’s Public
Procurement Reform Programme (PPRP)
The PPRP strategy places emphasis on accelerating the pace of change and the delivery of benefits, and
embedding initiatives into 'business as usual'. At its heart is the concept of value for money in procurement
being an informed balance between cost, quality and sustainability. It focuses on four key priorities:
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Maximising efficiency and collaboration
Delivering and demonstrating real cash savings across the public sector
Improving access to public sector contracts, particularly for SMEs
Embedding sustainable procurement at the heart of the reform agenda
Underpinning these priorities are seven strategic objectives - the Seven C's:
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Capability
Competitiveness
Capturing savings and benefits
Coverage
Collaboration
Corporate social responsibility
Communications
...and Universities UK
The University is committed to assisting in the achievement of the goals highlighted in the Universities UK
Report “Efficiency and Effectiveness in Higher Education” (by Professor Ian Diamond), particularly in relation
to Chapter 6 – in which Procurement was identified as a Strategic Asset.
...and Universities Scotland Efficiencies Taskforce
The University will actively contribute towards the achievement of goals highlighted in the Working Smarter
Report (by Professor Seamus McDaid). This report led to the establishment of a high-level taskforce aimed at
progressing the outcomes of the Diamond Review.
Glasgow Caledonian University Procurement Strategy
The Procurement Strategy supports the 7 Strategic Goals of Glasgow Caledonian University:
PROCUREMENT STRATEGY 2014/2015
Strategic Goal 1 - Globally networked We will deliver excellence, competitiveness, and cultural
diversity through new models of international collaborations with key partners in Scotland and
around the world to extend our reach in education, research and development.
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Procurement collaboration within the Higher Education community is a long-established and embedded
activity. Within Scotland collaboration between public sector bodies has also been progressively extended
in recent years and the Head of Procurement represents all Universities and Colleges in Scotland in
developing and managing a number of Scottish pan-public sector agreements.
Glasgow Caledonian University is an active member of APUC (Advanced Procurement for Universities and
Colleges) which works to expand contracting scope and leverage coupled with development of
professional procurement capabilities. APUC is a lead body in the UK-wide collaborative procurement and
procurement best practice initiatives within the HE and FE communities.
Glasgow Caledonian University also plays a prominent part in Glasgow wide HE/FE sector collaborative
procurement agreements.
Strategic Goal 2 - Excellence in education We will equip our students with the skills to excel in their
chosen professions and succeed as global graduates and citizens through high quality, flexible and
accessible learning which harnesses the latest learning technologies. We will deliver curricula and
associated learning opportunities which will attract international recognition for the attributes and
employability of our graduates and ensure an outstanding student experience.
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Procurement enhances the learning experience by providing Academic and Support Departments with
professional procurement expertise in the acquisition of goods and services. This service support requires
the Procurement staff to operate flexibly, frequently seeking innovative solutions to meet the many and
diverse needs of stakeholders in making their procurement decisions.
We work closely with our colleagues in Facilities Management to support the infrastructure, ensuring that
the University can continue to develop an environment that enhances the student experience.
Continuing Professional Development is as vital for Procurement as it is for our customers and students.
We actively seek opportunities to enrich and enhance our collective knowledge, expertise and experience.
Strategic Goal 3 - Excellence in research We will develop our key strengths, applying our research
and transferring our knowledge and expertise through partnerships to provide solutions for business
and society. We will strategically invest in world class applied research to meet the requirements of
national and international benchmarks that will confirm the standing and quality of our research
output.
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Procurement provides expert support and guidance to the key research stakeholder areas in meeting their
requirements for best value goods and services essential for delivery of top quality results.
Our participation in collaborative procurement activities provides widened access to and awareness of
innovative value for money opportunities in the acquisition of specialised goods and services.
Strategic Goal 4 - Delivering for business, the public and voluntary sectors We will build on our
existing approaches and employ new models of partnership with business and the public sector to
ensure we are responsive to their need for high quality, flexible and accessible education for
employees and for relevant R&D and knowledge transfer in a changing global economy. We will
continue to offer valuable work based experience and a programme of internships for our students
and to foster a culture of enterprise and entrepreneurialism.
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Procurement will manage the supplier base using appropriate advanced contract management and
supplier development techniques to monitor key areas of supplier performance and cultivate a culture of
continuous improvement.
Procurement will make certain that supply base risk is appropriately assessed, managed and minimised
during the life of a contract.
We will ensure fair and transparent opportunity and treatment for all current and potential suppliers
including small and medium-sized enterprises (SMEs), third sector and voluntary sector organisations.
PROCUREMENT STRATEGY 2014/2015
Strategic Goal 5 - Valuing our people We will leverage the talent and commitment of our University
community to enable our students, staff and alumni to fulfil their potential and contribute to our
Vision.
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Procurement will make regular assessments of the procurement competencies of all staff with
procurement responsibilities within the institution and provide training and guidance such that the
appropriate levels of procurement skills, knowledge and awareness are developed.
Strategic Goal 6 - Committed to the common good We will direct our expertise and creativity to
enhance the social, cultural and economic contribution the University makes to the communities we
serve in our City of Glasgow, our region, our nation and around the world.
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The University has signed the Scottish Government’s Suppliers’ Charter which aims to identify and reduce
barriers to business, facilitate an understanding of public sector procurement policy and legislation and
ultimately minimise costs to suppliers by keeping the tender process as simple as possible, but consistent
with achieving Best Value/value for money.
Procurement activities in the University are aligned to the Scottish Government's Procurement Journey
and the Scottish Procurement Policy Handbook published by the Public Procurement Reform Programme,
ensuring that SMEs are not disadvantaged by our procurement processes.
Strategic Goal 7 – Sustainability Underpinning our strategy is a focus on ensuring our long-term
sustainability, which will enable the University to remain competitive in order to succeed in a
challenging external context.
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Procurement contributes to the long-term sustainability of the University by assisting it to achieve optimal
value for money for all bought-in goods and services.
Procurement supports Facilities Management in its commitment to the LiFE project. This initiative is a
comprehensive performance improvement system developed specifically to help colleges and universities
to manage, measure, improve and promote their social responsibility and sustainability performance.
The University will increase the use of APUC and national agreements which have been assessed against
Environmental Criteria by 2014.To complete the actions on the Scottish Sustainable Procurement Action
Plan by 2014
PROCUREMENT STRATEGY 2014/2015
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Strategic Goal 1 - Globally networked
Action Description
Increase use of
collaborative
agreements
Increase opportunities
for Glasgow wide
agreements
Main actions and
commitments
APUC have identified a
minimum target of 35% of non
pay spend to be addressed
through collaborative
arrangements for GCU.
Review GCU’s use of
collaborative arrangements to
ensure that contract uptake is
increased to meet target.
Review University spend
profile and comparing that
with sister institutions and
other public sector bodies
with a view to identifying
common requirements, new
or shared supply sources and
collaborative contracting
opportunities of mutual
benefit.
Key Performance Indicators
Priority
Target Date
Analysis from ‘Hunter’ database
showing GCU contract register
categorised into ‘A’ (national),
‘B’ (sectoral) and ‘C’ (GCU and
other ‘local) in use. Annual
expenditure on each (year on
year) and expenditure on A, B
and C as percentages of total
Measures of contraction of
supplier numbers on general
ledger showing reduction of
‘non-contract’ spend.
Medium
(necessarily
linked to
refinement of
Hunter tool over
time)
Embedded
practice
Expenditure on shared
contracts year on year
% of total expenditure on
shared service year on year
Comparative analysis of % of
total between GCU and partner
contracting authorities
Medium
Embedded
practice
Commentary
The 11/12 figure was 24% but
this has increased to 40% for
12/13 expenditure. (Figures for
13/14 have still to be calculated
by APUC.)
The increase of 16% is due to
work that Procurement has
carried out with key
stakeholders to make them
more aware of collaborative
agreements and the agreement
details themselves more
accessible though the
Procurement SharePoint site.
GCU Procurement has regular
dialogue with counterparts at
the Universities of Glasgow,
Strathclyde, Glasgow School of
Art and City of Glasgow College.
Opportunities for collaboration
are limited at the present time
but regular dialogue will
hopefully increase future
opportunities. This regular
dialogue does involve the
sharing of good practice,
however.
A collaborative agreement for
Coach Hire is in place with
another scheduled for Waste
Management with Glasgow
School of Art for Summer 15.
PROCUREMENT STRATEGY 2014/2015
Strategic Goal 2 - Excellence in education
Action Description
Review of
Estates/Facilities
Management tender
documentation, terms
and conditions and
evaluations
Training of
Procurement Staff
Main actions and
commitments
Review APUC template tender
documentation and develop
for University purposes with
specific reference to Estates
contracts.
Review APUC terms and
conditions for Estates
contracts.
Ensure appropriate alignment
of procurement processes
templates records and reports
with ‘Procurement Journey’
(PPRP standard)
Review training requirements
and opportunities for internal
Procurement Staff
Key Performance Indicators
Priority
Target Date
Introduction and use in Estates
contracts
High
Embedded
practice
Conduct analysis of
competencies and skills profiles
according to the Procurement
Competency Framework (PPRP
standard) and conduct gap
analysis
Address shortfall by attendance
at training and development
courses and events with results
recorded in annual PRD round.
High
Embedded
practice
Key Performance Indicators
Launch of improved website
and publicising to key
stakeholders
Priority
Medium
Comments
New ITT templates have been
developed and are in use across
University.
Terms and Conditions have been
updated.
The University Procurement
Journey aligns with Scottish
Government Procurement
Journey.
Guidance on the drafting of
specifications has been
developed as has guidance on
the evaluation of tenders. These
guidance’s are being rolled out
across the key spending
departments.
Training requirements are
discussed and reviewed as part
of APUC PRD process and any
gaps in skills or knowledge are
addressed through attendance
at training courses.
Strategic Goal 3 - Excellence in research
Action Description
Develop
Procurement
Website
Main actions and commitments
Develop the Procurement Website
as the main information source for
key stakeholders and buyers
Target Date
Dec 2014
Comments
A complete review of both
internal and external
Procurement information has
PROCUREMENT STRATEGY 2014/2015
across the University.
Use of website traffic monitor
to review usage and source of
enquiries over time
Use of feedback survey data
drawn from both internal and
external users
Migrate to
Procurement
Journey
Review the Procurement Journey
and introduce appropriate
elements as the Procurement
Manual for the University.
Identify non pay
spend priorities
Review annual non pay spend;
Establish forward expenditure
plans and submissions to identify
procurement opportunities,
priorities, and
commodity/contract/supplier
briefing strategies into a
contracting action plan.
Review the SG Procurement
Journey for implementation plan
process and introduce.
Launch and roll out of
Procurement Journey to
University buyers.
User and supplier feedback
survey data
Actual against estimated
progress reports.
Actual against targeted
savings/benefits reports.
Introduce
implementation
plan for
commodities
High level register of
implementations completed
linked to actual against
estimated progress reports.
High
Complete
Medium
Embedded
practice
Medium
Embedded
practice
been carried out and a new
website hierarchy been
developed.
Procurement is currently
working with IS to get the new
site up and running.
This will then be communicated
to stakeholders and used as an
on-going information tool.
The Head of Procurement has
documented the GCU
‘Procurement Journey’ as the
procurement procedures for the
University.
Procurement actively reviews
expenditure on an on-going
basis but formally reviews once
annual expenditure is published
on the Scottish Government
Hub.
This will be undertaken in the
last quarter in 2014.
Implementation plans have been
completed for all key
procurement areas.
Strategic Goal 4 - Delivering for business, the public and voluntary sectors
Action Description
Introduce process
for customer and
supplier feedback
survey
Main actions and commitments
Develop and customer feedback
surveys – periodically by project
and at least one annually for
internal users and suppliers
respectively.
Ensure that communications
Key Performance Indicators
Use of feedback survey data
drawn from both internal and
external users
% of total spend profile by
category, by supplier type (e.g.
SMEs), by geographic
Priority
Medium/Low
Target Date
Dec 2014
Comments
Feedback has been sought
regarding particular expenditure
areas i.e. Travel.
Annual feedback surveys have
been developed and will be
carried out in the last quarter in
PROCUREMENT STRATEGY 2014/2015
involve comprehensive range of
stakeholders
Introduce process
for
Supplier/Contract
Management
distribution (using data
retrievable from Hub and
portal)
Map Supplier/Contract
Establish and maintain a
Management routines to
detailed contract and supplier
Procurement Journey process
management record showing
and implement revised processes. scope and frequency of
interactions and measurable
outcomes.
Optimise the use of
teaching, research
and other specialist
staff expertise in
developing
contracts through
cross-functional
teams
Review the scope for harvesting
institutional expertise for
developing and supporting
contracting strategies
% of contracts developed using
cross functional teams.
[links to question 4.1B/4.2 in
PCA]
Conduct supplier
base segmentation
and categorise into
high, medium and
low contracting risk
Conduct expenditure/risk analysis
building in key stakeholder
involvement.
% of institutional expenditure
analysed through segmentation
analysis
[links to question 5.1C/5.3 in
PCA]
Ensure fair and
transparent
Ensure adherence to the
principles of the Scottish
Maintain data on all suppliers
and bidders for institutional
2014.
Medium
Medium
Embedded
practice
Embedded
practice
Embedded
practice
Medium
Medium
July 2015
Contract Management process
has been developed and is being
introduced in key procurement
contracts.
12/13 spend has been
categorised according to risk and
contract management route but
this will be repeated once 13/14
spend annual expenditure is
published on the Scottish
Government Hub.
Procurement will always
encourage the use of cross
functional teams where
appropriate.
A recent procurement
undertaken with a cross
functional team was
Occupational Health for Staff
and Students, which involved
staff from Health and Safety,
People, School of Health and Life
Sciences and School of
Engineering and Built
Environment.
12/13 spend has been
categorised according to risk
category but this will be
repeated once 13/14 spend
annual expenditure is published
on the SG Hub.
This is being introduced with the
use of the new APUC Public
PROCUREMENT STRATEGY 2014/2015
opportunity and
treatment for all
suppliers including
SME’s
Government Supplier Charter
contracts to illustrate supplier
engagement by small and
medium-sized enterprises
(SMEs), third sector and
voluntary sector organisations
and by geographical location
(local, regional national etc.)
and the movement of such
numbers year on year.
Contracts Scotland -Tender
templates and will be monitored
going forward.
Strategic Goal 5 - Valuing our people
Action Description
Assess
procurement
competencies
across the
University
Main actions and commitments
Publicise training events for key
buyers across University
Key Performance Indicators
Conduct high level analysis of
procurement competencies and
skills profiles required at
different levels of procurement
engagement and conduct gap
analysis
Address shortfall by
encouraging involvement with
or attendance at training and
development courses and
events with results monitored
and recorded.
Priority
Medium
Target Date
July 2015
Comments
These events will be promoted
through the new Procurement
Website and through
participation in the People
Passport initiative.
PROCUREMENT STRATEGY 2014/2015
Strategic Goal 6 - Committed to the common good
Action Description
Review tender
documentation,
procurement terms
and conditions and
align processes to
the Procurement
Journey as
appropriate.
Main actions and commitments
Review APUC and Procurement
Journey templates and standard
texts for tender documentation
and align University
documentation and processes
accordingly so that doing
business with the University is
kept as simple as possible, but
remains consistent with achieving
Best Value/value for money.
Ensure that the
University
advertises all
relevant contracts
through Public
Contracts Scotland
(PCS).
Review the use of PCS within key
stakeholder areas to ensure all
call offs from frameworks are
advertised through Quick Quote.
This will increase competition and
support 'Best Value', support the
achievement of a more
transparent tendering process
and adhere to EU rules and build
stronger communication links
with suppliers.
Ensure that all relevant
procurement exercises involve
site visits or supplier awareness
days where appropriate to ensure
suppliers are provided with as
much guidance and information
prior to tendering.
Introduce site visits
or supplier
awareness days
Key Performance Indicators
Risk mitigation outcomes
Customer and supplier feedback
outcomes
Savings and benefits from
improved processes – utilising
Hub and Hunter reports
% of overall spend (Cat A + Cat
B + Cat C) covered by signed off
commodity/project strategies
with forecast savings or benefits
[links to question 4.1C/4.3 in
PCA]
Monitoring of number adverts,
responses and outcomes
through PCS year on year and
comparison with Hunter.
Priority
High
Target Date
Embedded
practice
Comments
All Procurement processes have
been aligned to the Scottish
Government Procurement
Journey through the
introduction of the GCU
Procurement Journey.
High
Embedded
practice
All applicable University
Procurements are advertised
through Public Contracts
Scotland Portal.
Maintain data on all tenders
where site visits or supplier
awareness days have been
undertaken and report with
data on suppliers and bidders
for institutional contracts to
illustrate supplier engagement
by small and medium-sized
enterprises (SMEs), third sector
and voluntary sector
organisations and by
Medium
Embedded
practice
These events are undertaken for
all applicable procurements.
PROCUREMENT STRATEGY 2014/2015
geographical location (local,
regional national etc.) and the
movement of such numbers
year on year.
Strategic Goal 7 – Sustainability
Action Description
Ensuring VFM is
achieved in all
University
procurements.
Main actions and commitments
Review GCU’s use of
collaborative arrangements to
ensure that contract uptake on
collaborative arrangements is
increased.
Review participation in total
number of applicable APUC
contracts
Introduce APUC
process for
accessing the
sustainability
impact of
commodities in all
appropriate
procurements
Review annual non pay spend;
Establish forward expenditure
plans and submissions to identify
procurement opportunities,
priorities, and
commodity/contract/supplier
briefing strategies into a
contracting action plan.
Review APUC and Procurement
Journey templates and
implement revised processes.
Ensure that requirement
specifications are subject to a
sustainability check or
sustainability test as per the
Procurement Journey
Key Performance Indicators
Analysis from ‘Hunter’ database
showing GCU contract register
categorised into ‘A’ (national),
‘B’ (sectoral) and ‘C’ (GCU and
other ‘local) in use. Annual
expenditure on each (year on
year) and expenditure on A, B
and C as percentages of total
Target of +70%
Priority
Medium
Target Date
Embedded
practice
Medium
Embedded
practice
Medium
Embedded
practice
Comments
The target number of
collaborative contracts for GCU
to use is 50 and based on 12/13
data, GCU is currently sitting at
67. (Figures for 13/14 have still
to be calculated by APUC.)
Closer analysis of 13/14 spend
will take place once this is
published on the Scottish
Government Hub.
Measures of contraction of
supplier numbers on general
ledger showing reduction of
‘non-contract’ spend.
Actual against estimated
progress reports.
Actual against targeted
savings/benefits reports.
Introduction and use in all
appropriate contracts
High
Generate an annual report for
senior management and feed
identified targets and objectives
into the procurement strategy
action plan [links to question
Procurement is reviewing the
Sustainability Test and the
evaluation of sustainability
throughout all procurements.
PROCUREMENT STRATEGY 2014/2015
Scottish
Sustainable
Procurement
Action Plan
Complete the actions on the
Scottish Sustainable
Procurement Action Plan by 2014
4.1E/4.4 in PCA]
Completed action plan
Medium
On-going
Procurement has assessed its
performance across all five
levels of the Flexible Framework,
however regulatory changes
mean that this framework will
be superseded in the next 12 to
18 months.