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Guidance for Leadership in Sustainable Purchasing
Running a Sustainable Purchasing Program
Part 3: Plan, Commit, Implement & Report
March 10, 2015
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Recording
This session is being recorded and will be posted as a
resource for public access.
4
Chapter 2. Create the Program
5
Agenda
1. Context
1.
Upcoming Pilot Program Education Sessions
2.
Brief Strategy Cycle Overview
2. Running a Sustainable Purchasing Program
1.
Strategy Planning
2.
Strategy Plan Commitment
3.
Strategy Plan Implementation
4.
Strategy Reporting
3. Q&A + Discussion
6
Education Sessions Schedule
February 24:
Creating a Sustainable Purchasing Program
March 5:
Running a Sustainable Purchasing Program (Part 1 of 3) – Understanding and Launching Strategy Cycles
March 10:
Running a Sustainable Purchasing Program (Part 2 of 3) – Spend Analysis
March 12:
Running a Sustainable Purchasing Program (Part 3 of 3) – Planning Strategies, Implementing & Reporting
March 17:
Professional Services
March 19:
IT Hardware and Services
March 24:
Transportation
March 26:
Paper
April 1:
Cleaning and Sanitizing Chemicals for Facilities Care
April 8:
Landscaping and Grounds Maintenance
April 15:
Electricity
April 22:
Food
April 29:
Construction and Renovation
May 6:
Furnishings
All sessions take place from 11:00-12:30pm ET.
7
Agenda
1. Context
1.
Upcoming Pilot Program Education Sessions
2.
Brief Strategy Cycle Overview
2. Running a Sustainable Purchasing Program
1.
Strategy Planning
2.
Strategy Plan Commitment
3.
Strategy Plan Implementation
4.
Strategy Reporting
3. Q&A + Discussion
8
Key Terms
Sustainable Purchasing Program (all-caps)
A sustainable purchasing
program that has all four
components the Council
considers essential for a
program to be capable of
achieving genuine
leadership.
Achieving genuine leadership
means taking meaningful
responsibility for all the
significant environmental,
social, and economic
consequences of the
organization’s purchasing.
9
Strategy Cycles
Strategy Cycles provide a flexible process for a
group of key stakeholders collaborate to:
•
understand opportunities for improvement;
•
prioritize strategies for addressing them;
•
commit to specific strategic actions;
•
implement those actions; and
•
measure the results over time.
10
Key Terms
Strategy (capitalized)
A specific area of focus for which a plan of action is being
developed or has been developed.
Examples could include an organization’s “Electricity Strategy”,
“Supplier Diversity Strategy”, “IT Strategy”, “Human Rights
Strategy”, etc.
There are several types of Strategies an organization might
prioritize for their Sustainable Purchasing Program:
• A category Strategy
• A Strategy focused on a specific aspect of the supply chain’s
environmental, social, and economic performance
• A supplier-specific Strategy
11
Key Terms
Strategy Plan (capitalized)
A planning document that describes, in detail, the projects/activities
that make up an organization’s Strategy in a given area of focus.
In this cycle, we’re
going to develop a
strategy for managing
the consequences of
our fuel purchasing.
We’ll call it our “Fuel
Strategy.”
Fuel
Strategy
Plan
Boss, we’d like you to
review and approve our
Fuel Strategy Plan.
We got the green light!
Now, we can implement
our Fuel Strategy Plan!
12
Key Terms
Environmental, Social, and Economic Performance
Environmental, Social, and Economic Consequences
Positive or negative influences on the natural, social, and market
systems on which life, communities, and commerce depend.
Leadership in sustainable purchasing involves thinking expansively
and holistically about these influences and identifying how to
optimize them in order to advance a positive future.
13
Worksheet handout available for download:
www.sustainablepurchasing.org/performance
14
Key Terms
Program Leader
Generic term for the person who leads an organization’s
Sustainable Purchasing Program.
A wide range of professionals have been found to be serving the
Program Leader role. In some organizations, the Program Leader is
a Sustainable Purchasing Coordinator, in others it’s a sustainability
staffer or someone in Environmental Health & Safety, and so on.
15
Key Terms
Strategy Stakeholders
Everyone who could be affected by the
Strategy and therefore needs to be kept
informed so they are not blindsided and are
prepared to give input at appropriate points.
Strategy Team
Those stakeholders who need to be
involved throughout the process of
developing and implementing the Strategy.
Everyone in the organization,
suppliers, and the public
Potential Strategy Stakeholders
Internal stakeholders could include:
• Business units;
• Procurement;
• Finance;
• Operations units; and
• the program’s managerial sponsor.
External stakeholders could include:
• Customers;
• Suppliers;
• Investors;
• Public interest advocates
Strategy Stakeholders
Strategy Team
16
Key Terms
Implementation Team
The individuals that will implement the projects within a Strategy.
These could be the same as the Strategy Team, but often it will
include staff with specific implementation expertise. (E.g., Print
Shop Manager is on Strategy Team, but implementation
responsibility is passed to Print Shop Foreman.)
17
Strategy Cycle Phases
18
Strategy Cycle Phases
19
Strategy Cycle Phases
20
Strategy Cycle Phases
21
Strategy Cycle Phases
22
Strategy Cycle Phases
23
Strategy Cycles in Practice
• Flexible on scope and scale
• Varying levels of complexity
• Establishes reporting that goes beyond implementation
• Promotes continuous improvement
24
25
Two Stages of Prioritization
26
Strategy Cycle
A structured process for
selecting and designing
specific strategies to
advance the goals of an
organization’s sustainable
purchasing program.
27
28
Questions?
29
Agenda
1. Context
1.
Upcoming Pilot Program Education Sessions
2.
Brief Strategy Cycle Overview
2. Running a Sustainable Purchasing Program
1.
Strategy Planning
2.
Strategy Plan Commitment
3.
Strategy Plan Implementation
4.
Strategy Reporting
3. Q&A + Discussion
30
Planning Phase: 10 Steps
Step 1
Adjust Strategy Team
Step 2
Explore potential decision criteria
Step 3
Select decision criteria
Step 4
Explore potential projects
Step 5
Select short-list of potential projects
Step 6
Further investigate short-listed potential projects
Step 7
Select projects for implementation planning
Step 8
Create Strategy Plan timeline, metrics, targets &
milestones
Step 9
Plan implementation coordination & communication
Step 10
Draft the Strategy Plan
Expand options,
then narrow
Expand options,
then narrow
Expand options,
then narrow
31
Example: GHG Strategy Plan (outline)
Executive Summary
• This plan presents a set of five (5) complimentary projects which will, together, realize Acme Corp’s goal
of reducing its greenhouse gas emissions by 20% by 2020, while saving an estimated $10m overall.
• The plan’s execution requires management to commit ABC funding and XYZ staff resources
• This plan has the full support of the stakeholders represented on the Strategy Team and the parties
responsible for implementation. It was also received positive reviews from a larger group of Stakeholders.
Strategy
• Overall Plan
• Projects and benefits list
• Metrics and targets
• Funding, financing and resource needs
• Implementation coordination and communications plan
• Master timeline for all projects
• Individual Project Plans (one per project)
• Detailed explanation of planned project
• Metrics for success
• Task list with responsible parties
• Timeline
• Funding/resource needs
Appendix I: Summary of the Strategy Planning Process
• Stakeholder engagement
• Spend analysis process
• Strategy planning process
Appendix II: Future Plans
• List any promising additional projects the team thought may be worth planning and implementing as well.
32
When Projects Are Better Together
Project 5
ADDED COST
$20
Project 4
$0
Project 3
ADDED SAVINGS
Cost per unit
$10
Project 2
-$10
Project 1
-$20
-$30
0%
3%
6%
9%
12%
15%
18%
21%
24%
Aggregate Improvement (%)
33
Supplier Diversity Strategy
Goal
ADDED COST
$20
Increase % of spending with
diverse suppliers by 8% in 3 years.
$10
$0
ADDED SAVINGS
-$10
-$20
-$30
0%
3%
6%
9%
12%
15%
18%
21%
24%
34
Supplier Diversity Strategy
$10
Growth
Cost
1
Target big upcoming contracts
4%
- $25
2
Grow biz w/ existing diverse suppliers
8%
- $15
3
Attend supplier diversity tradeshows
4%
- $6
4
Online portal & pre-qualification
6%
$10
5
Host own tradeshow
.1%
$20
6
Provide a supplier training program
ADDED COST
$20
Potential projects
$0
ADDED SAVINGS
-$10
-$20
-$30
0%
3%
6%
9%
12%
15%
18%
21%
24%
Aggregate Improvement (diversity spend %)
35
Project Development
Individual Project Plans
Strategy Plan
New projects are thought up all the time. When
it looks like there will be time and resources to
implement one, a plan is developed for it.
New projects are developed as part of reviewing all the
project options available for achieving a priority
strategic objective, and selecting a complimentary set
of the most strategic projects to plan and implement.
Advantages
• Nimble and responsive
Advantages
• Process has low overhead
• The strategic scope and framing helps attract senior
management and stakeholder attention. When senior
management is involved:
• the most strategic projects are more likely to get
prioritized, even if they are more difficult
• budget and operational silos can be overcome
• cooperation increases; personalities tempered
• they want scale and impact; aggregation offers it
Disadvantages
• There often isn’t time or resources to
implement even very good projects
• One-off projects can struggle to get
management or stakeholder attention
• Individual budget/stakeholders can feel like
they’re being singled-out
• Difficult to get green light for projects that
don’t offer a good financial return on
investment (ROI)
• Easier projects tend to get done. Not
necessarily most strategic.
• Budget/stakeholders are less likely to feel singledout in a process that makes the bigger picture clear,
and gives them a say
• Projects with high return on investment (ROI) and
low/no ROI can be packaged together to achieve a
moderate ROI, overall, while doing more to advance
the organization’s strategic objective
• Some projects are synergistic
• More planning overhead. Slower to respond.
36
Step 1: Adjust Strategy Team
With planning phase Scope in mind, ask:
• Anyone not needed anymore?
• Anyone need to be added?
Example:
•
•
•
Cycle focus area: Food
Spend analysis prioritizes: Meat and dairy purchases
Planning phase: Adjust Strategy Team
1. Allow produce buyer to drop-off
2. Recruit additional staff involved in sourcing meat and dairy
37
Planning Phase: 10 Steps
Step 1
Adjust Strategy Team
Step 2
Explore potential decision criteria
Step 3
Select decision criteria
Step 4
Explore potential projects
Step 5
Select short-list of potential projects
Step 6
Further investigate short-listed potential projects
Step 7
Select projects for implementation planning
Step 8
Create Strategy Plan timeline, metrics, targets &
milestones
Step 9
Plan implementation coordination & communication
Step 10
Draft the Strategy Plan
Expand options,
then narrow
Expand options,
then narrow
Expand options,
then narrow
38
Key Term
Decision Criteria
The criteria stakeholders would like to see a project meet before it is
included in the Strategy Plan.
Decision criteria can vary widely:
•
Some will be quantitative (e.g., tons of greenhouse gas emissions avoided)
•
Others will be qualitative (e.g., alignment with executive priorities)
•
Some will be applicable across-the-board (e.g., return on investment)
•
Some will only apply to a specific aspect of environmental, social, and economic
performance (e.g., greenhouse gas emissions reduced per dollar invested)
•
Some will be minimum performance criteria (e.g. 99.9% up-time)
•
Others may be logistical in nature (e.g., feasibility within an existing long-term contract)
39
Step 2: Explore potential decision criteria
Ask the Strategy Team and Strategy Stakeholders to identify criteria that
they think projects included in the Strategy Plan should satisfy.
This brainstorm can be conducted as part of a group meeting, by
survey, and/or in one-on-one meetings, such as with management.
At this point, all ideas are good ideas because they tell you how the
stakeholder wants to evaluate the success of the process.
TIP! Research shows that brainstorms are more
effective when individuals think by themselves first,
before anyone shares with the larger group.
40
Step 3: Select decision criteria
1. Organize and prioritize the suggested criteria.
2. Ask the Strategy Team to agree on a final set of key criteria.
3. Agree on standard coefficients for the key criteria.
Suggested Criteria
Organized Criteria
Prioritized Criteria
•
Feasibility within existing
long-term contracts
Absolute Performance
First Pass
•
Avoid reduction
GHG
lots of GHGs
potential
•
GHG reduction potential
•
Avoid many tons of GHGs
•
99.9% up-time
•
99.9% up-time
•
Alignment with key
executive priorities
Efficiency Performance
Second Pass
•
>15% Return on investment
•
>15% Return on
investment
•
>15% Return on
investment
•
99.9% up-time
•
Low maintenance cost
•
Low maintenance cost
•
Low maintenance
•Other
GHGs
Criteria
avoided per $
•
GHGs avoided per $
•Other
Feasibility
Criteria within existing
long-term
•
Feasibility contracts
within existing
•
Alignment with key
executive priorities
•
•
Feasibility within existing
long-term contracts
•
long-term contracts
Alignment
with key
executive
Alignmentpriorities
with key
executive priorities
41
Step 3: Select decision criteria
1. Organize and prioritize the suggested criteria.
2. Ask the Strategy Team to agree on a final set of key criteria.
3. Agree on standard coefficients for the key criteria.
Agreed Upon Criteria
First Pass
•
GHG reduction potential
•
99.9% up-time
Second Pass
•
>15% Return on
investment
•
Low maintenance cost
•
GHGs avoided per $
•
Alignment with key
executive priorities
•
Feasibility within existing
long-term contracts
42
Step 3: Select decision criteria
1. Organize and prioritize the suggested criteria.
2. Ask the Strategy Team to agree on a final set of key criteria.
3. Agree on standard coefficients for the key criteria.
In order to calculate
GHG reduction
potentials, I need to
know how many GHGs
are produced by 1 unit
of each type of fuel.
Agreed Upon Criteria
First Pass
•
GHG reduction potential
•
99.9% up-time
Second Pass
•
>15% Return on
investment
•
Low maintenance cost
•
GHGs avoided per $
•
Alignment with key
executive priorities
•
Feasibility within existing
long-term contracts
In order to calculate GHGs
avoided per dollar, I need to
know how much each gallon
of gasoline not-burned would
have cost.
43
Planning Phase: 10 Steps
Step 1
Adjust Strategy Team
Step 2
Explore potential decision criteria
Step 3
Select decision criteria
Step 4
Explore potential projects
Step 5
Select short-list of potential projects
Step 6
Further investigate short-listed potential projects
Step 7
Select projects for implementation planning
Step 8
Create Strategy Plan timeline, metrics, targets &
milestones
Step 9
Plan implementation coordination & communication
Step 10
Draft the Strategy Plan
Expand options,
then narrow
Expand options,
then narrow
Expand options,
then narrow
44
Step 4: Explore potential projects
1. Brainstorm a wide range of potential projects.
2. For each potential project, assign a team member to collect the
necessary data to evaluate the “First Pass” decision criteria.
Useful Guidance & Resources to Feed Brainstorming
• SPLC Guidance (Chapter 4, solutions worksheet, case studies database)
• Guidance produced by others
• Standards, certifications, labels
• Suggestions from existing and competitor suppliers
• Collaborative efforts focused on a particular challenge (e.g., Healthy
Building Network, Sweatfree Purchasing Consortium)
• Expert advice from NGOs, consultants, public agencies
• Examples set by peers in professional or trade associations
• In-house research
Stay high-level and outcome-oriented!!
45
Step 4: Explore potential projects
• Brainstorm a wide range of potential projects.
Download this table as a handout at
www.sustainablepurchasing.org/resources
DETAILED GUIDANCE
SOLUTION STRATEGIES TO CONSIDER
Strategy
Description
Example
Efficiency
Reduced impact through reduced use
Implementing a Purchase-to-Pay IT system reduces impacts associated
with printing and transporting paper documents.
Process change
Design the impact out of a process
Air pollution from medical waste incineration is reduced by switching to
reusable surgical tools that are steam sterilized.
Behavior change
Implement programs to shift attitudes
and practices
Voluntary “green office” competitions reduce energy and material
consumption, while increasing recycling.
Combining Projects
Combine multiple projects into a single
positive ROI project
An energy efficiency project is combined with a solar project. Energy
savings offset the solar costs for a good overall ROI.
Supplier engagement &
accountability
Engage suppliers and hold
accountable for a specific impact
Some universities require apparel manufacturers to permit independent
audits of factory conditions and provide retribution-free grievance and
remedy processes.
Product substitution
Choose a different product with lower
ESE impacts
Chemical costs and workers compensation insurance premiums reduced
by switching to green cleaning products.
Supplier substitution
Choose a supplier with lower ESE
impacts
Making evidence of bribery or extortion automatic grounds for suspension
of business with a supplier.
Servicizing
Convert a product acquisition to a longterm service relationship
Instead of owning copiers, establish a pay-per-copy service relationship
so that the price of each copy reflects the true cost.
In-source
In-source a function to better reduce
impacts
Hiring LEED expertise in-house to optimize and streamline green building
across all of org’s construction and renovations.
Out-source
Outsource when an external party can
better reduce impacts
Contract out utility bill management to firms that leverage energy market
expertise to cut energy and carbon costs.
Offsetting
Pay for an impact reduction to offset
impacts elsewhere
Buying carbon offsets; paying to put land in permanent conservation to
offset development of other land.
46
Step 4: Explore potential projects
1. Brainstorm a wide range of potential projects.
2. For each potential project, assign a team member to collect the
necessary data to evaluate the “First Pass” decision criteria.
Potential project
Strategy Type
Max GHG reduction potential
99% up-time
Prioritized Criteria
Weatherization
Efficiency
5 metric tons C02
Yes
HVAC, automation
upgrades
Efficiency
100 MTCO2
Yes
First Pass
•
GHG reduction potential
•
99.9% up-time
Second Pass
Switch fuel-oil
boilers to natural gas
Process change /
product substitution
150 MTCO2
Yes
Improve fleet fuel
economy by 5 mpg
Efficiency / product
substitution
80 MTCO2
Yes
Buy wind power
Product substitution /
offset
Unlimited
Yes
On-site solar
Product substitution /
in-source
3 MTCO2
Yes, grid tied
Replace windows
Efficiency
5 MTCO2
Yes
•
>15% Return on
investment
•
Low maintenance cost
•
GHGs avoided per $
•
Alignment with key
executive priorities
•
Feasibility within existing
long-term contracts
47
Step 5: Select short list of projects
$0
1
Max GHG reduction
1
Weatherization
.2%
2
HVAC, automation upgrades
5%
3
Switch fuel-oil boilers to natural gas
8%
4
Improve fleet fuel economy by 5 mpg
4%
5
On-site solar
.1%
6
Replace windows
.2%
7
Buy wind power
Unlimited
2
3
4
56
7
ADDED SAVINGS
Cost per unit
$10
Potential project
ADDED COST
$20
Order
-$10
Which projects do you want to invest time in
investigating further?
-$20
-$30
0%
3%
6%
9%
12%
15%
18%
21%
24%
Aggregate Improvement (%)
48
Step 5: Select short list of projects
$0
1
Max GHG reduction
1
Weatherization
.2%
2
HVAC, automation upgrades
5%
3
Switch fuel-oil boilers to natural gas
8%
4
Improve fleet fuel economy by 5 mpg
4%
5
On-site solar
.1%
6
Replace windows
.2%
7
Buy wind power
Unlimited
2
3
4
56
7
ADDED SAVINGS
Cost per unit
$10
Potential project
ADDED COST
$20
Order
-$10
Would any of these projects affect the performance
of one or more of the other projects?
-$20
-$30
0%
3%
6%
9%
12%
15%
18%
21%
24%
Aggregate Improvement (%)
49
Planning Phase: 10 Steps
Step 1
Adjust Strategy Team
Step 2
Explore potential decision criteria
Step 3
Select decision criteria
Step 4
Explore potential projects
Step 5
Select short-list of potential projects
Step 6
Further investigate short-listed potential projects
Step 7
Select projects for implementation planning
Step 8
Create Strategy Plan timeline, metrics, targets &
milestones
Step 9
Plan implementation coordination & communication
Step 10
Draft the Strategy Plan
Expand options,
then narrow
Expand options,
then narrow
Expand options,
then narrow
50
Step 6: Study short-listed projects further
Assign team members to lead investigation of 2nd Pass criteria and
implementation pathways and responsible parties.
Potential project
Implementation pathway
ROI
Maintenance
Cost / ton
GHGs
HVAC,
automation
upgrades
Energy performance contract with HVAC and
building systems automation company.
N/A
Moderate
- $25
Switch fuel-oil
boilers to natural
gas
Get larger NG pipeline installed. New boiler.
Facilities Dept is on-board to implement.
20%
Improve fleet fuel
economy by 5
mpg
Reduce fleet by 15 vehicles. Replace lowest mpg
tractors, trucks and sedans with models in top
quintile of fuel economy over next five years. Buy
three sedans with electric vehicles.
5%
On-site solar
Cover roof of headquarters with solar PV. Buy solar
power through power purchase agreement.
N/A
Low
Buy wind power
(70 MW)
Buy just enough power to get to 20% GHG goal.
N/A
Zero
$ 10
Buy wind power
(500 MW)
Make multi-year, and larger purchase to get better
pricing under different purchase vehicle.
N/A
Zero
$6
Prioritized Criteria
First Pass
Low
- $15
•
GHG reduction potential
•
99.9% up-time
Second Pass
Moderate
- $6
$ 20
•
>15% Return on
investment
•
Low maintenance cost
•
GHGs avoided per $
•
Alignment with key
executive priorities
•
Feasibility within existing
long-term contracts
51
Step 7: Select final projects
Redu
ction
Cost
1
HVAC, automation upgrades
5%
- $25
2
Switch to natural gas
8%
- $15
3
Improve fleet fuel economy
4%
- $6
4
Buy wind power
6%
$10
5
On-site solar
.1%
$20
$20
1
$0
2
3
4
5
ADDED SAVINGS
Cost per unit
$10
ADDED COST
Potential project
-$10
-$20
-$30
0%
3%
6%
9%
12%
15%
18%
21%
24%
Aggregate Improvement (%)
52
Planning Phase: 10 Steps
Step 1
Adjust Strategy Team
Step 2
Explore potential decision criteria
Step 3
Select decision criteria
Step 4
Explore potential projects
Step 5
Select short-list of potential projects
Step 6
Further investigate short-listed potential projects
Step 7
Select projects for implementation planning
Step 8
Create Strategy Plan timeline, metrics, targets &
milestones
Step 9
Plan implementation coordination & communication
Step 10
Draft the Strategy Plan
Expand options,
then narrow
Expand options,
then narrow
Expand options,
then narrow
53
Step 8: Timelines, Metrics, Milestones
Overall, how much of an environmental, social, economic and
financial performance improvement does the team expect the
Strategy Plan to deliver? When?
HVAC, automation upgrades
Implementation
Switch to natural gas
Implementation
Improve fleet fuel economy
Buy wind power
Implementation
Purchase
On-site solar
Implementation
Plan adopted
1 Year
2 Years
3 Years
Improvement
10% lower GHGs
15% lower GHGs
20% lower GHGs
Cumulative Savings
$100k
$200k
$300k
54
Step 8: Timelines, Metrics, Milestones
Financial Projections
55
Planning Phase: 10 Steps
Step 1
Adjust Strategy Team
Step 2
Explore potential decision criteria
Step 3
Select decision criteria
Step 4
Explore potential projects
Step 5
Select short-list of potential projects
Step 6
Further investigate short-listed potential projects
Step 7
Select projects for implementation planning
Step 8
Create Strategy Plan timeline, metrics, targets &
milestones
Step 9
Plan implementation coordination & communication
Step 10
Draft the Strategy Plan
Expand options,
then narrow
Expand options,
then narrow
Expand options,
then narrow
56
Step 9: Plan implementation coordination
If management commits, who will lead implementation?
Who will be on the Implementation Team?
How will they work together?
How will communication happen with stakeholders?
This becomes part of detailed Strategy Plan and the Project Plans
within it. It’s the roadmap for Implementation phase!
57
Planning Phase: 10 Steps
Step 1
Adjust Strategy Team
Step 2
Explore potential decision criteria
Step 3
Select decision criteria
Step 4
Explore potential projects
Step 5
Select short-list of potential projects
Step 6
Further investigate short-listed potential projects
Step 7
Select projects for implementation planning
Step 8
Create Strategy Plan timeline, metrics, targets &
milestones
Step 9
Plan implementation coordination & communication
Step 10
Draft the Strategy Plan
Expand options,
then narrow
Expand options,
then narrow
Expand options,
then narrow
58
Step 10: Draft Strategy Plan document
Executive Summary
• This plan presents a set of five (5) complimentary projects which will, together, realize Acme Corp’s goal
of reducing its greenhouse gas emissions by 20% by 2020, while saving an estimated $10m overall.
• The plan’s execution requires management to commit ABC funding and XYZ staff resources
• This plan has the full support of the stakeholders represented on the Strategy Team and the parties
responsible for implementation. It was also received positive reviews from a larger group of Stakeholders.
Strategy
• Overall Plan
• Projects and benefits list
• Metrics and targets
• Funding, financing and resource needs
• Implementation coordination and communications plan
• Master timeline for all projects
• Individual Project Plans (one per project)
• Detailed explanation of planned project
• Metrics for success
• Task list with responsible parties
• Timeline
• Funding/resource needs
Appendix I: Summary of the Strategy Planning Process
• Stakeholder engagement
• Spend analysis process
• Strategy planning process
Appendix II: Future Plans
• List any promising additional projects the team thought may be worth planning and implementing as well.
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Agenda
1. Context
1.
Upcoming Pilot Program Education Sessions
2.
Brief Strategy Cycle Overview
2. Running a Sustainable Purchasing Program
1.
Plan
2.
Commit
3.
Implement
4.
Report
3. Q&A + Discussion
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Plan the Request
• Who has the necessary authority to approve the allocation
of the financial, political, and staff resources necessary to
implement the Strategy Plan?
• Who should present the team’s work and the Strategy
Plan to the management decision-maker?
• How would the team like to see management express its
commitment to the Strategy Plan?
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Tips for Planning the Request
 Lead with the business case
 Target only the level of management required
 Leverage stakeholder engagement
 Show that implications of commitment are well understood
 Emphasize the plan’s use of conservative scenarios
 Include sign-off on implementation steps
 Provide options
 Seek management ownership
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Commit to the Program
 Make the request
 Announce the commitment
 Have management announce with a memo from their office
 Consider press release
 Newsletters, blog, social media, etc
 Celebrate the accomplishment with those who made it
possible!
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Agenda
1. Context
1.
Upcoming Pilot Program Education Sessions
2.
Brief Strategy Cycle Overview
2. Running a Sustainable Purchasing Program
1.
Plan
2.
Commit
3.
Implement
4.
Report
3. Q&A + Discussion
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Agenda
1. Context
1.
Upcoming Pilot Program Education Sessions
2.
Brief Strategy Cycle Overview
2. Running a Sustainable Purchasing Program
1.
Plan
2.
Commit
3.
Implement
4.
Report
3. Q&A + Discussion
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Questions
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Education Sessions Schedule
February 24:
Creating a Sustainable Purchasing Program
March 5:
Running a Sustainable Purchasing Program (Part 1 of 3) – Understanding and Launching Strategy Cycles
March 10:
Running a Sustainable Purchasing Program (Part 2 of 3) – Spend Analysis
March 12:
Running a Sustainable Purchasing Program (Part 3 of 3) – Planning Strategies, Implementing & Reporting
March 17:
Professional Services
March 19:
IT Hardware and Services
March 24:
Transportation
March 26:
Paper
April 1:
Cleaning and Sanitizing Chemicals for Facilities Care
April 8:
Landscaping and Grounds Maintenance
April 15:
Electricity
April 22:
Food
April 29:
Construction and Renovation
May 6:
Furnishings
All sessions take place from 11:00-12:30pm ET.
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Summit workshops will feature Guidance-based training, case study
presentations, and peer-to-peer dialogue.
www.sustainablepurchasing.org/summit
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