We utilize a comprehensive set of Best Practice and Bespoke tools and techniques to deliver partner value. These include:

Tool/Technique

What is it?

Application Benefits

5 "Whys"

A problem-solving tool that enables you to get to the root cause of the problem.

It helps to identify the root cause of a problem and determine the relationship between different root causes of a problem.

5 S

5S is one of the most widely adopted techniques from the lean manufacturing toolbox. It is a "foundational" lean concept, as it establishes operational stability required for sustaining continuous improvements.

The primary objective of 5S is to create a clean, orderly environment- an environment where there is a place for everything and everything is in its place.

A3

The A3 problem-solving method can demonstrate considerable value in reducing waste and error.

The A3 is a way offers a technique to look at specific problems identified by observation or experience

Action Planning/List

Action Lists distils a universe of scattered business information into the essential actions that owner-managers actually need to do.

Action Lists provide punchy, bullet-point business advice, the sort of guidance you ask for on a single side of paper.

Behavioral Planning/Charter

The charter defines a purpose, approach, and infrastructure of support in carrying out an activity. It is a team-oriented approach that provides guidelines on behaviour, functions, and relationships.

The charter sets out the principles of best practice in a series of Commitments.

These focus on the role of the behavior between organizations.

Benchmarking

Process for achieving superior performance in any critical area of work

The purpose of benchmarking is to improve competitive performance. It provides a basis for establishing rational performance goals through the search for best practices.

Brainstorming

Generation of ideas for improvement in a non-critical environment.

Enables the generation of a high quantity of ideas that can be subsequently reviewed to identify the best possibilities to improve business performance.

Balanced Scorecards

A measurement-based strategic management system, which provides a method of aligning business activities to the strategy, and monitoring the performance of strategic goals over time.

It enables organizations to clarify their vision and strategy. It provides feedback around internal business processes and external outcomes to continuously improve strategic performance and results.

Business Process Redesign

The modification/improvement of existing business processes that involves incremental change.

Improves the effectiveness and operation of existing business processes.

Business Process Reengineering

The application of recreating business processes that involve considerable and fundamental change from existing business processes.

Eliminates fragmented tasks and focuses on whole end-to-end process, utilizing breakthrough ideas and technologies.

Cause and Effect Diagramming

Also known and the "fishbone" (because of the way it looks) Used to systematically record the different causes and effects that can be attributed to a specific problem.

Helps determine root causes. Indicates possible causes of variation. Increases knowledge. Identifies areas for collecting data.

Cost Modeling

 

Cost Modeling A method for establishing the total cost of a product, process, project or service by cost element, system, sub-system and component levels.

Enables detailed cost data of a product, process or service to be reviewed and analyzed. Can be used as a focus to determine cost drivers.

Critical Path Analysis

A tool to schedule and plan complex projects, which identifies all the required tasks, maximum and minimum durations of tasks, start and finish times of tasks.

Determines the minimum amount of time required to complete a project. Identifies tasks in a project that must be completed on time. Identifies which tasks must be completed before other tasks can be started

Decision Matrices

A selection of approaches to aid decision-making. E.g.: Four Square Grid - Easy/Hard, High/Low, Paired Comparisons.

Enables selection of alternative options to be made on the basis of selected criteria. Supports decision making processes.

Facilitation

The management and guidance of a team by an independent third party.

A skilled facilitator will organize, guide and mentor teams to complete their tasks successfully, to help make their tasks less difficult and easier to achieve.

Framework Agreements

The Framework Agreement is intended to be a generic document capable of being amended to suit any long-term collaborative arrangement between two organizations.

Supports the ability for organizations to work together in a co-operative and collaborative manner, and agree feedback on performance and to share information openly and highlight any difficulties at the earliest practicable time.

Gantt Charts

Graphical illustration of a series of tasks or project steps plotting the duration of each task in chronological order

Enables the elapsed time of a project to be determined and the basis of developing a critical path analysis.

Gap Analysis

Analysis of data between current performance and target/competition/industry levels, identifying reasons for the gaps, and developing plans to close the gaps.

Identifies areas of underperformance, and enables organizations to develop plans to improve and close the gap between actual and desired/required performance.

Key Performance Indicators (KPI's)

KPI's are quantifiable measures that are used to indicate an organization’s business performance. They reflect an organizations critical success factors.

Helps an organization understand how it is performing in the areas of the business that are essential to it being successful.

Key Stakeholder Management

The purpose of a Stakeholder Plan is to help manage stakeholders in a controlled and co-ordinate manner and to ensure that individual stakeholder needs are addressed.

It should be considered for large or complex projects with a large/diverse stakeholder community

PFMEA

A Process Failure Modes and Effects Analysis provides a structured, qualitative, analytical framework of multi disciplined experiences of a team to brainstorm answers to such questions as

The most common use would surround the manufacturing processes however PFMEA may be performed on any processes to improve current activity.

Pareto Charts

Sometimes referred to as the 80/20 rule or ABC analysis, is a method of classifying items, events or activities according to their relative importance.

Focus on items/activities of the highest importance/value.

Process Mapping

 

 

Use of flow charts to visually represent all the steps of a process.

Identifies all process steps value add and non-value add. Provides details of waste in a process. Records time and movement through a process. Provides a tool to identify potential improvements that can be made to optimize any process and minimize waste.

Partnerships

Partnering involves two or more organizations working collaboratively to achieve mutual objectives whilst recognizing individual needs It is about sharing risk and reward.

The fundamental purpose of any strategic partnership is to enhance the long-term competitiveness of the partners

PEST

The PEST analysis is a tool for understanding the position, potential and direction for a business. It is an acronym for Political, Economic, Social and Technological factors.

PEST analysis can be used for marketing and business development assessment and decision making and the template encourages proactive thinking.

Risk Management/Analysis

Risk Management is a structured, practical approach to identifying, evaluating and managing risks using planned actions  and strategies

It is fundamentally a tool for decision-making and should be used to support decisions made.

Root Cause Analysis

A tool that helps to identify what has happened, to determine how the situation happened and to understand why it happened.

Helps to get clear understanding of what, how and why a problem has occurred and is the foundation to develop solutions and ensure no reoccurrence.

Smart Goals

Identifies goals that are most important (prioritize), and establishes ways to achieve them.

Establish concrete criteria for measuring progress toward the attainment of each goal set.

Stakeholder Requirements/Analysis

Identification of those groups and individuals within the business and externally, who will benefit from a given activity, project, product, process or service.

It enables an organization to design in appropriate features and elements of a product, process, project or service to satisfy the interests of the stakeholders.

Strategy Mapping

A graphical representation of how a strategy hangs together. For example taking the four elements of a balanced scorecard and setting them out in a hierarchy.

Supports the design and planning of a strategy. Provides a high level picture of strategic direction required. Helps to set long term goals and targets. A basis for developing detailed business plans.

SWOT Analysis

SWOT stands for Strengths, Weaknesses, Opportunities, and Threats. Strengths and Weaknesses focus on internal factors and Opportunities and Threats focus on external factors.

Helps an organization understand the factors internal and external that impact on achieving objectives.

Value Engineering/Value Analysis

A structured approach to the design of new, or improvement of existing products, processes and services, that uses function analysis to develop superior solutions.

Optimizes products, processes, and services to maximize value to the customer, and that can be delivered by organizations on an affordable cost base.

Value Profiling

A method to identify the key drivers of value in a product, process, project or service.

Helps an organization to focus on where they should put their efforts to improve value and reduce cost from a customer perspective.

Value/Supply Chain Analysis

Detailed mapping and analysis of all elements of the value/supply chain from raw materials through to final consumer. Identification of suppliers throughout the tiers, locations, value add, processes, logistics etc.

Helps and organization optimize its supply chain in terms of cost, processes time to market, quality and logistics, identify waste and inefficiencies in the value/supply chain and develop plans to improve.

 

Procurement Capability Assessment (PCA)

We have developed a methodology for assessing procurement capability, performance and effectiveness

This process will assist in identifying where procurement practices are efficient and effective in delivering value for money as well as identifying opportunities for development and improvement.

This facilitates the identification and implementation of procurement strategies and business practices that will provide operational efficiencies and cost savings. It will also help to support and sustain existing good practices.

Methodology

The assessment methodology reviews capability and performance against a set of six dimensions.

Dimension

Particulars

Policy and Procedures

The ability to provide guiding direction, principles and procedures within the procurement activity.

 

1. Policies are developed linking procurement activities to the overall business Policy with the corporate procurement plan and significant purchasing planning as essential business practices, influencing decisions & activities.
2. Policies are backed by procedures that provide the framework and operating systems that address how to manage the activities. These procedures are recognized and used by all staff to deliver effective results.

Strategy

The development of organizational procurement objectives and strategies that align with the business direction and needs

 

1. Corporate procurement planning, based on an analysis of the procurement profile and supply positioning, is an important activity in the management cycle.
2. A strategy exists to ensure that purchasing systems meet the full needs of strategic, tactical and operational procurement and are implemented and fully utilized.
3. Significant purchase plans are developed for all high risk/high relative expenditure items.
4. A forward procurement schedule has been developed and published
5. Key performance indicators are in place and measure the effectiveness of the procurement activity.

 

People and Culture

The HR capabilities, capacity and approach to support all functions of strategic, tactical and operational procurement have been defined and supports the development processes for procurement people

1. The skills and number of staff involved in procurement match the complexity and relative expenditure of procurement activity within the organization.

Business Systems

The procurement enablers such as electronic and manual procurement systems are in place along with operating business processes that define and guide procurement activities

1. Demand and supply market profiles and trends as well as data on the performance of key suppliers is collected, maintained and readily accessible to support procurement activity.
2. The procurement system supports contract management activity and provides accurate information for managing supplier performance.
3. There are effective and efficient systems in place to support the process.

Practices

The implementation and application of procurement strategies in the process of undertaking tactical and operational procurement

1. Corporate procurement planning strategies are accepted, communicated and fully adopted throughout the organization.
2. Plans for significant purchase are supported, implemented and the resultant arrangements effectively managed and measured.
3. Appropriate supplier relationships are developed commensurate with the complexity and relative expenditure.
4. Internal relationships are continuously refined to ensure all procurement activity is managed effectively.

Performance Management

The measuring, reviewing and improving the value and effectiveness of all procurement activities

1. There are established procurement performance measurements that are reported and regularly reviewed as part of a continuous improvement.
2. Measurement of supplier performance is central to contract management.
3. Benchmarking and continuous market research is used to assess value for money in the procurement of significant supplies and services.

Process

The benefits of the process include:

• an objective assessment of the quality of the procurement process
• a proven methodology that calibrates capability and performance against a benchmark of best in class
• highlights strengths as well as the identification of potential procurement improvements
• a deliverable of the key ‘gaps’ between current procurement practice and best practice
• Targeted action plans to close the ‘gaps’ identified.

Confidentiality

We are committed to maintaining the highest degree of integrity in terms of commercial confidentiality, in the course of providing the business services concerned. We extend the same standards to all our partners.

Ethics

We always conduct our services honestly and honorably, and expect our partners Our advice, strategic assistance and the methods imparted through our work, take proper account of ethical considerations, together with the protection and enhancement of the moral position of our partners.

Duty of care

Our actions and advice will always conform to relevant law, and it is our belief that all businesses and organizations, including this consultancy, should avoid causing any adverse effect on the human rights of people.

Conflict of interest

Due to the sensitive nature of consultancy services, we will not provide a service to a direct competitor of a partner, and we generally try to avoid any associations with competitor companies even after the cessation of services to a partner.

Contracts

Our contract will usually be in the form of a detailed proposal, including, objectives, activities, costs, timescales and deliverables. The quality of our service and the value of our support provide the only true basis for continuity. We always try to exceed our partners' contractual requirements.

 Billing

Our billing models remain market place competitive we will always try to propose solutions, to accommodate our partners' available budgets and timescales. Wherever possible we agree our fees and basis of charges clearly in advance, so that our partners can plan reliably.

Payment

We aim to be as flexible as possible in the way that our services our charged. Some partners prefer fixed project fees; others are happier with retainers.  We do however expect payments to be made when agreed.

Intellectual property and moral rights

We retain the moral rights in, and ownership of, all intellectual property that we create unless agreed otherwise in advance with our partners. In return we respect the moral and intellectual copyright vested in our partners' intellectual property.

Quality assurance

We maintain the quality of what we do through constant ongoing review with our partners, of all aims, activities, outcomes and the cost-effectiveness of every activity. We encourage regular review meetings and provide regular progress reports.

Professional conduct

We conduct all of our activities professionally, honestly and with integrity. We take great care to be completely objective in our judgment and any recommendations that we give, so that issues are never influenced by anything other than the best and proper interests of our partners.

Equality and discrimination

We always strive to be fair and objective in our advice and actions, and we are never influenced in our decisions, actions or recommendations by issues of gender, race, creed, color, age or personal disability.

 Health & Safety

We have a high regard for the health and safety of our partners and employees.  We comply with all legal requirements as well as observing those of our partners.  We strive to provide and maintain safe and healthy working environment.

 

Why Does Consultancy Exist?

 Many academics have argued that client managers call in consultants because their image of ‘expertise’ provides security in an inherently insecure and uncertain business world. Clients can use this ‘expert identity’ to bolster their own image in an organization or to provide legitimacy to a decision that the client has already made.

What is Consultancy

“…the creation of value for organizations, through the application of knowledge, techniques and assets, to improve business performance. This is achieved through the rendering of objective advice and/or the implementation of business solutions.”

The History of Consultancy

The first recognized management consulting firm was formed in 1890 and initially specializing in technical research. The first management consultancy to serve both industry and government clients were founded in 1914. 

After WW2, the growth in globalization aided the boom in consulting and saw the development of a number of tools, methods and techniques that have been adopted today.

Knowledge Management

 The process this refers to is well established; a consultant cascading acquired knowledge to both internal and external partners.

The critical focus for such knowledge transfer is on “tools” – the techniques, frameworks and the products that have evolved and been developed over time.

The Personal Cost

Management consultants have notoriously short careers and are perhaps more prone than most to what most people recognize as “burnout”. A good work / life balance remains an elusive utopia throughout careers that are estimated as being only about 7 years long.

Some common consultant experiences include –

• They are expected to show flexibility in terms of where and when they work – usually at the clients’ convenience without considering family and private lives.
• They are expected to learn very fast and become “experts” overnight, sometimes literally. They need to sound convincing with the necessary gravitas, “reinventing the wheel” from project to project. This is inevitably mentally and physically exhausting.
• For much of their professional lives they have to appear trustworthy and authentic. Employers must be shown enthusiasm and readiness for work and the client expects high levels of expertise.

 

HOW, WHY and WHEN

When do you need a Consultant

Before you choose a consultant you need to know what you want them to do for you and your business.  If you want help with a specific problem or issue you can retain a consultant on a specialist project basis.  If you have a long Laundry list, you may need a general consultant.

If after making this assessment you think that retaining a consultant might be a good idea, the first step to take is to identify the areas needing development or improvement.  If your situation is a general one, the starting point may be to complete a list of your targets and goals.  It is good business practice to identify these on a short, medium and long-term basis.  Ambiguous statements lead to ambiguous attainment so be as specific as possible. 

Your consultant should be up front and honest in any initial discussions and will evaluate with a realistic point of view.

Are you ready for a Consultant

Lack of knowledge and follow-through is the root of most problems.  Compounding the issues may be a lack of time to acquire the knowledge and skills required.  Add to this the need to address issues in a short time period, whilst receiving resistance to change and it is easy to envisage why goal achievements are challenging. 

A good consultant will not only address your business but also the business of success.  However you must first recognize that you need support, be willing to do what it takes to reach your goals, get the help you need and stick with it. 

How to find the right consultant

Consultants have strengths and weaknesses.  You will need someone who will be a good fit personally and professionally based on your goals and objectives.  An honest, completely open relationship with your consultant is critical to success.  Your consultant will be your advocate and your devil’s advocate, coach, friend and advisor.

Do you choose a Large Firm or Boutique Practice?

Consultancies tend to be large, high volume or small solo boutique practices.  The type of consulting firm that is best for you depends, of course, on your goals and how you prefer to work.  Bigger is not always better and there are pros and cons to working with both.  A large practice may have specialist departments that address specific issues however this can be a disadvantage as you may not be working with the same consultant over a period of time.  A boutique practice will be able to provide more of the personal touch.  They are also able to offer inexpensive and template packages.  The larger practice tends to caters for volume business and a large client base and therefore will not have the time to devote intensive hours to one client.

 

 

 

Finalizing your decision

Once you feel comfortable, it is time to ask your consultant to provide you with

A detailed description of the process to be undertaken

A description of the desired outcome

Estimate of timeframe for the completion of the project. 

An estimate on billable hours

Forging the Relationship

Your consultant will need to assemble and analyze all of the available data, ensuring a full understanding for the nature of the problems and can then consider the range of possible options.  A number of specific recommendations will then be developed.

Implementing new process is challenging.  It requires a step outside of the comfort zone.  The key is commitment.  During the first stages of the process what is being done is new and can be exciting or terrifying.  The second stages are hard work and stressful.  The final stages show results.

Tips

Prepare the staff for the arrival of the consultant. 

Assign key personnel to your consultant

Be willing to compromise

Be ready to implement recommendations

Strive for clear, honest and open lines of communication

Ensure commitment.

Purchasing Consultants:

Purchasing Consultants specialize in supporting businesses to achieve improvements in efficiency and effectiveness.

Consultants are engaged to assist with purchasing issues that require expertise to streamline operations, reduce costs, increase quality, revenue and knowledge.

The main benefit is to reduce overheads, lower costs and increase flexibility. 

Supply Chain Consultants:

Supply chain management is the combination of the arts and sciences that go into improving the methods of procuring components required in the manufacture of products and services.  Consultants are introduced to carry out the functions of research and evaluation and to implement best practices.

Through the use of a variety of analytical and quantitative methods, a supply chain consultant can understand and improve an organizations supply chain process.  They will examine and highlight inefficiencies through a range of processes that will include metrics and data gathering and develop long term solutions. 

Here we are entrepreneurial in our behavior with a can-do attitude that encourages success.  We aim to exceed our partner’s expectations.  We can adapt our style of working to suit the circumstances.  We seek opportunity in a dynamic structured way.  Our solutions are individually designed and tailored in approach.

Our Mission

To be regarded as the leading independent procurement support practice and to help businesses realize world class standards through advanced sustainable principles, theories, procedures and best practices.

Our Values

We are committed to professional excellence delivering a behavior that promotes Openness, Honesty, Reliability and Responsiveness.  Our solutions are Innovative and commercially viable.  Our advice is independent and we pride ourselves on developing an intimate and flexible partnership tailored to your needs.

Our Vision

We strive to support our partners delivering the best value and aim to deliver a total solution whilst capturing synergies that exist in partnerships.

Our Philosophy

Our behavior is solidly focused on the requirements and goals of our partners.  We view any partnership as a mechanism through which our services can be utilized to supplement in-house knowledge and enhance performance. 

Our Ethos

To work collaboratively with our partners and to understand the organizations challenges and its agenda for change.  Formulate creative solutions and participate in the task of implementation.  Our commitment is pragmatic and sustainable, delivering enhanced effectiveness.

Our Goal

To make things happen and to support all those who can make a difference.

 

I am a highly skilled and qualified specialist with years of experience working within the private sectors, commodities and categories. I can demonstrate an in depth commercial skills with hands on approach that promotes and inspires confidence and delivers results. My focus is on developing sustainable long-term relationships sustainable through a focus on delivery of tangible value that will exceed expectations.

An enlightened professional with highly developed organizational skills and a quality, delivery and cost focus able to provide strong leadership, excellent interpersonal and communication skills. Proven record of negotiations, line management and the formulation of supply agreements, allied to strong commercial acumen and the drive to develop best practices in procurement. Excellent understanding in developing all aspects of contractual obligations; able to work on demanding timescale and deliver actions to time and budget, with the ability to adapt to and to engage change. With a proven record of achievement at a senior level in the management of the procurement, function

Member of the Institute of Supply Chain Management (PSCM) No 01790
Member of the Chartered Institute of Purchasing & Supply (MCIPS) No 005159990
Member of the Chartered Management Institute (MCMI) No 004111956
Membership of the Institute of Consulting (MIC) No P4111956
Member of Institute for Supply Management (CPM) No 000000373038
Member of the Institute of Leadership & Management (MLnstLM) No 10181216
Member of the Chartered Institute of Supply Chain Management No 03285
Member of the Association of Independent Professionals and the Self Employed (IPSE) No 086497

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The term ‘you’ refers to the user or viewer of our website.

The use of this website is subject to the following terms of use:

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Privacy Policy

Procurement Consultancy is committed to ensuring that your privacy is protected. Should we ask you to provide certain information by which you can be identified when using this website, and then you can be assured that it will only be used in accordance with this privacy statement?

What we collect

We may collect the following information:

• Name and job title
• Contact information including email address
• Demographic information such as postcode, preferences and interests
• Information relevant to any subsequent proposal of services.

Security

We are committed to ensuring that your information is secure. In order to prevent unauthorized access or disclosure

Links to other websites

We cannot be held responsible for the protection and privacy of any information you provide whilst visiting partner sites and such sites are not governed by this privacy statement.

Controlling your personal information

We will not sell, distribute or lease your personal information to third parties unless we have your permission or are required by law to do so.

Why do Consultants Cost So Much?

A Consultant is like concentrated juice. You wouldn’t drink it without diluting. It’s the same with a Consultant’s time you wouldn't want a good around day after day. You have to dilute the Consultant's time .Another way to look at it would be to say that like the concentrate, a little of a good Consultant's time will go a long way A good Consultant distills a lot of experience into a small time frame. That makes spent time worth more by "volume". There is very little waste.

No consultant bills every day of the year. Consultants have to keeping marketing, learning, developing materials, traveling and managing their own business. Those functions dilute the concentrated billing days for the Consultant and bring their actual earnings down.

Proposal Models

Here at Procurement Consultancy Ltd we understand that our partners are all different and so we have adopted as flexible approach as possible to the services we provide.  Our professional fees exclude the additional expenses incurred when engaging with leading and large consultancy agencies. 

We can tailor the basis of payments to your needs and circumstances, but usually the fee will be calculated in one or a combination of the following ways;

1. A percentage of savings delivered
2. A flat fee payable on completion or at defined stages within a specific project
3. A daily rate based upon time spent for a particular partner
4. An annual retainer for the management of the ongoing requirement of the partner.

We believe our rates are amongst the most competitive in the market and we aim to enjoy long term relationships with our clients and believe this is best secured through professionalism at a fair and honest rate.   Our rates therefore reflect a very competitive market rate and start as low as £25.00 GBP Per Hour.

In general and typically however rates fall within the following two categories’

Consultancy Model One – Time Based

Recommended when the scope of the work and/or services has not been established with sufficient precision, or the duration and quantity of service depends upon a number of variables that go beyond the control of the Consultant. 

Here the Consultant will provide services on a timed basis according to the specification and scope, and Consultants fees will be based upon an agreed unit rate multiplied by time spent executing the assignment.

Consultancy Model Two – Lump Sum

A Lump Sum agreement is normally utilized when definition of the task to be performed is clear and unambiguous, when the commercial risks are relatively low.

Such fees are arrived at on the basis of the partner agreeing to pay the Consultant according to a schedule of payments linked to the delivery of certain outputs.