Methodological recommendations for constituent entities of the Russian Federation on organizing the procurement of baby food products. Guidelines for choosing a procurement method How to realize the potential of procurement optimization

The introduction of general rules for conducting procurement in various ways is a necessary measure to prevent errors and facilitate the procurement process. So, in particular, the correct choice of procurement method for certain goods, works, and services is a key factor influencing the overall efficiency of procurement.

One of the results of this work was the development of recommendations for choosing the optimal procurement method for a particular product.

As already noted in the second chapter, the choice of procurement method depends on many parameters and, above all, on the characteristics of the procurement object and the time and material resources available to the customer. Below are the main factors that customers should consider when deciding which procurement method to choose.

1. Urgency of purchase. First of all, the customer must clearly understand how much time he can spend on the procurement. If the purchase is planned, preparation for it begins at a certain time and the customer has a time reserve for the development of documentation, a draft contract and the organization of procedures. In this case, the customer has no restrictions in choosing the procurement method. However, it is worth considering that the most time-consuming is conducting a competition (especially a two-stage one - from 1.5 months), conducting an electronic auction takes less time (from 20 days), and even less time - requesting quotes (about 1 week).

If the customer has an urgent and unforeseen need for any products, works or services, or an emergency situation has arisen in which the procurement object is required as soon as possible, then the priority methods are request for proposals and competitive negotiations. The customer reviews the proposals of the participants within a few days, negotiates with them to clarify the conditions and concludes a contract with the most suitable conditions for himself. You should also not forget about the request for quotation, which can be carried out in a short time, but the limitation here is the characteristics of the procurement object (only standard products, works, services) and the price (if price limits are established in the procurement regulations). Often, under tight deadlines, a contract is concluded with a single supplier (the conditions for using this method should be regulated in the procurement regulations), however, this option is undesirable, because deliberately limits competition, which, when using other procurement methods, allows the customer to choose suitable conditions from several options.

• 2. Characteristics of the procurement object. If standard goods are purchased that have clear and unambiguous quality, technical, and operational characteristics, then the customer should resort to simpler methods - an electronic auction or request for quotes. In economic theory, such goods are classified as inspection goods (quality is observable and verifiable), and they have the following characteristics: State system. procurement: on the way to new quality: report. State University - Higher School of Economics / resp. ed. A.A. Yakovlev. - M.: Publishing house. House of State University - Higher School of Economics, 2010. - P. 51.
• · characteristics and the required level of quality can be formally recorded in the contract, by specifying technical requirements and specifications;
• · the quality of the goods can be assessed at the time of delivery, so quality claims can be resolved in court;
• · the procurement object does not require professional expertise;
• · the market for such goods is mature and competitive;
• · the experience and reputation of the performer do not play a significant role, because the risks of non-fulfillment of the contract are low (you can always quickly buy elsewhere);
• · parameters and delivery conditions are standard;
• · when determining the price/quality ratio, the main parameter is price (significance 80-100%).

In this case, standard requirements for participants are established in the documentation, and the main competition occurs on a price basis. Because such a procurement item is widely represented on the market (available from many sellers who compete with each other on price) and does not have any special distinctive characteristics, then achieving the lowest price for the procurement item is the main goal of the customer. If the purchase price is relatively small, the priority is to request quotations (electronic form is welcome). The auction allows you to achieve greater savings at a significant purchase cost (calculated in millions of rubles). Spending more time and financial resources on holding a competition is not economically feasible, because the costs of procedures may exceed the benefits of their implementation.

If the procurement object does not fall into the category of standard and simple, the customer must make a decision, also taking into account the following factor.

3. Criteria for selecting the winner. As noted above, using only the price criterion when determining the winner is effective in the case of purchasing standardized and simple products. In the event that the procurement object is technically complex, its characteristics may vary, and non-fulfillment or improper execution of the contract may entail serious consequences (including losses for the customer), it is most appropriate to use a set of criteria by which the winner is determined. This opportunity is provided by the organization of the competition. As part of the competitive procedures, the customer can establish a list of criteria by which it will evaluate applications. Price is a must, but not the main factor when making a decision. Technical and quality characteristics, delivery times, guarantees (including warranty service), payment procedures, delivery, installation, etc. may be much more important for the customer. A separate item in this list is the experience and reputation of the supplier. The qualifications of the participant may be the most important factor that the customer pays attention to.

If the procurement object is high-tech, specific and very expensive, it may be more effective to conduct a competition in several stages. In addition to using a set of criteria for evaluation (including the qualifications of the supplier), the customer can clarify the parameters of the required products from the participant, and he, in turn, can adjust the proposal and add the conditions necessary for the customer.

As a result of the competition, the customer has the opportunity to choose the best characteristics and the best purchasing conditions (if there is competition between participants).

In a situation where the procurement item is truly unique (it is produced or provided by only one supplier), the customer has no other option but to enter into a contract with such a single supplier.

4. The ability (inability) of the customer to formulate clear requirements for the procurement object. This factor is closely related to the previous ones; for simple and comparable products, it is not difficult for the customer to draw up a description and requirements for the purchase object. However, situations arise when the customer does not have a clear idea of ​​what he needs to receive as a result of the purchase, and the criteria for selecting the winner are also not specifically and unambiguously formed. Obviously, ensuring competition based on price criteria will not give the desired result here, because There are no uniform requirements for participants’ applications. Using a flexible approach is more efficient and effective. Such flexibility in determining the conditions and characteristics of the procurement object is provided to the customer by using a request for proposals and competitive negotiations. It is important to note that the possibility of negotiations is key here, because As part of discussions with potential suppliers, the customer can clarify his requirements, describe them to participants, and receive various proposals and options for solving problems. As a result, the customer receives a clearer understanding of the capabilities of his counterparties, specifies his requirements and chooses the most suitable option. It is worth noting that discussions can take place sequentially with each participant or simultaneously, on all aspects of the proposals or only on some of them that cause difficulties for the customer.

Based on the analysis of various procurement methods in the second chapter of this work, it was suggested that the most suitable procurement methods for the purchase of motor gasoline are request for quotations and an open auction in electronic form. This assumption was confirmed during the analysis of purchasing practices. Thus, within the framework of the state order, most purchases worth up to 500 thousand rubles were carried out using a request for quotations; with a higher NMCC, the customer used an auction as a similar procedure. To a large extent, this choice is based on the list of goods that must be purchased through an electronic auction, but also on the nature of the relationship between the characteristics of the goods and the procurement methods.

Thus, motor gasoline is not a specific or unique product; it is extremely widespread and has certain standard characteristics, and the market for suppliers of motor gasoline is long established and competitive. For a product with such characteristics, procurement documentation is relatively simple, because There is no need to develop quality requirements; they are established by state standards and other regulatory documents. In this case, the customer sets all the requirements he needs for the participants’ applications, and when making a purchase, he focuses only on the offered prices and selects the lowest of them. Since the procurement object is not complex, it is advisable to choose the procedure, the organization of which will not require a large investment of time and money, if one of the goals is to achieve certain savings as a result of the procurement.

These statements are true, for example, also for the purchase of office supplies, org. equipment, spare parts, various equipment, building materials, food, etc.

Holding a competition is impractical due to the duration and cost of the procedures; in addition, the supplier should not have any unique characteristics that are subject to careful evaluation. As for the request for proposals, its use for such purchases is possible, but it does not seem rational in cases where the customer knows exactly what he wants to receive as a result of the purchase.

Thus, the most optimal procurement method for standard products is to request quotations. Since Law No. 223-FZ does not regulate the use of a request for quotations and its price limit, it can be applied to any NMCC. However, with a significant NMCC (for example, more than 500 thousand rubles, as in a state order), holding an electronic auction is more appropriate, because Greater savings can be achieved by allowing the supplier to reduce the price multiple times if the auction is competitive.

Setting goals to be achieved during procurement and comparing benefits and costs when using a particular procurement method should become a mandatory component of any process of planning and preparing procurement procedures. Preliminary analysis contributes to making the right decision, reducing time, labor and money costs and, as a result, increasing procurement efficiency.

Formation of a regulatory framework for organizing the procurement process under 223-FZ

It is very important to introduce customers to the regulatory framework for procurement under 223-FZ and the experience of the procurement process using the example of Bank of Moscow OJSC, to highlight the difficulties, problem areas and stages. The main task is to find the optimal and successful solution to all issues, identifying the “pros” and “cons” of this model. Working with this process is successful, but it can also be called creative. Changes are constantly being made to 223-FZ, and new solutions are being used.

If a company is just embarking on the path of 223-FZ, then it needs to register on such platforms as State Services, State Procurement, as well as on accredited trading platforms. Without this, it is impossible to start your activities under 223-FZ. This is where all the regulatory documents that are required to be published by law are posted. All trading activities are carried out only there and nowhere else.

With sites, the process is quite simple, because they have been providing advice to users for a long time, explaining in detail and popularly all the intricacies of the system.

The registration process itself is not complicated. As you know, you always need to allow extra time for the preparatory stage. This is necessary in order to approve regulations and prepare documents on trading platform standards.

After accreditation, the company’s procurement regulations must immediately be posted on the trading platform. This document is subject to mandatory publication in the public domain.

This is the fundamental (conditionally external) document of each organization, in pursuance of 223-FZ, regulating procurement activities and containing:

• terms, definitions, general provisions;
• requirements for information support for procurement (including the list and timing of posting information in the Unified Information System (UIS));
• requirements for participants in procurement procedures and the documentation they provide;
• procurement requirements, methods and forms of procurement procedures (including a description of the procedure and conditions for applying procurement methods - carried out through a competition, auction, request for quotations, request for proposals, procurement from a single supplier and other methods (before approval of changes to 223-FZ limiting diversity ways);
• the procedure for concluding and executing contracts, as well as other provisions related to procurement;
• the law determines who approves it (“Bank of Moscow” - Board of Directors).

It is also important to post a purchasing plan. Until the company posts these documents, it is not considered to be operating under 223-FZ. Everything that is included in these documents is always reviewed by regulatory authorities. The procurement plan and procurement regulations need to be given special attention. Experts advise taking the procurement regulations of some large company that is similar in specifics. It will be complete and comprehensive - it can be safely taken as a basis, because the company’s experience here can hardly be overestimated: all stages of procedures, conditions for access of participants and many other points are spelled out there.

Regulations on the Tender Commission (Purchasing Commission). Composition of the Tender Commission.

This is a document that defines the goals, objectives, functions, powers, duties and responsibilities of commission members, the order of organization and conduct.

• The law does not define who approves it (“Bank of Moscow” - Bank Board)

The procedure for interaction between departments when carrying out procurement activities.

This is a document that defines the entire internal procurement process from the initiation of requirements to reporting on the execution of contracts.

• The law does not define who approves it (“Bank of Moscow” - by Order of the Bank President)

There are also documents that will help you competently formulate the procurement process:

• Rules for forming the initial (maximum) price. This document is useful from the point of view of the methodology for forming the contract price. It will be useful to performers.
• Regulations on planning and organizing control over the execution of the budget and the Procurement Plan.
• Methodology for evaluating and comparing applications. It is used at a certain stage when there is an assessment of the results.
• Regulations on the conclusion of business contracts. Regulates the process of preparing standard company contracts. Determines the specifics of forming contracts.
• Standard for calculating procurement efficiency. Indicator of short-term and long-term procurement prospects.

The more procurement is regulated, the easier it will be for all company employees to work.

Internal systems and tools for optimizing procurement activities

• Development of standard document forms with instructions for filling them out. This will help to provide the most standard forms of documents and the most standard procurement items. Standard forms were taken from the Word version, certain fields were password protected, the process of working with performers and the process of checking departments were regulated. This minimizes the likelihood of errors and simplifies the process of preparing documents for employees.
• Maximum detail and regulation of the procurement process.
• Implementation of special platforms for procurement/refinement of existing ones (SAS, 1C, Cognitive, LanDocs, SDO-Purchases, etc., etc.).
• Automation of approval routes, consistency, version control, recording of conclusions and possible risks.
• Corporate portal/network share.

Not all companies can afford systems automation. You can always simplify procurement processes, as well as improve the existing database. Bank of Moscow did not purchase programs; the work began with traditional paper document flow, which then became electronic in the LanDocs system. It is important to avoid paperwork as much as possible by optimizing the process, because the procurement cycle is large-scale, and regulatory authorities can carry out checks during which the provision of electronic documents will be most effective.

Efficiency of implementation of special electronic systems:

• A complete database of information on procurement, including for the generation of statistical data for a long-term analysis of factors affecting the efficiency of procurement, depending on their specifics, timing of the contract, seasonality, evaluation criteria and other parameters.
• Full cycle control for a more in-depth analysis of purchasing activities. Determining maximum efficiency not only at the time of procurement, obtaining the optimal offer on the market, but also during the execution of the contract, incl. meeting deadlines, possibly taking into account fines/penalties and other guarantee obligations affecting the overall efficiency of procurement activities, as well as the quality of fulfillment of obligations and decision-making to optimize costs at a different level.
• Minimizing labor costs for mechanical activities of departments responsible for purchasing, freeing up resources for strategic tasks to maximize procurement optimization.
• The ability to generate reports on concluded contracts and their execution, monthly, and SMPS reports, which also minimizes labor costs and the likelihood of technical errors when generating reports manually.
• Possibility of concluding contracts in electronic form through the EETP, to optimize the collection and placement of information in the register of contracts, as well as for execution.

Participants, their powers and responsibilities in the overall procurement process.

Features of procurement in the regional network.

In any organization, when conducting procurement procedures, there are 3 main groups. These are independent units that create the need for goods/works/services in order to support the organization’s activities.

Initiating/executing units. These are those who have a purchasing need and those who have a budget, that is, budget holders. They formulate the need for goods, works, and services in order to support the organization’s activities and are responsible for procurement in areas within the competence of such units within the approved budget, and provide support for purchase contracts. Most often, these units send technical specifications to others. The entire process of procurement documentation lies with the persons who are responsible for compliance with 223-FZ.

Coordinating units. This is any financial service. Coordinate the documentation of the procurement procedure within their competence.

Authorized bodies/persons. A collegial body (including the Tender Commission/official (head of an independent structural unit), the Purchaser, who is given the authority to make decisions on procurement procedures within its competence in accordance with regulations and administrative documents.

To summarize, these are 3 main subjects: the first initiates purchases and plans them, the second coordinates them, the third is responsible for the decisions made.

Supplier Relations Department

He is engaged in procurement under 223-FZ and combines economic and legal functions. He has been with the Bank of Moscow since 2013 and initially worked as one specialist. The process of creating such a department is always difficult, because many organizations think that nothing significant should happen in terms of documents, that it is only important to comply with 223-FZ. But it is important to know the specifics of the work and constantly expand the staff for effective work. It is important to share specifics within the department, as well as to have special purchasing managers (category managers) on staff. In addition to the general requirements of 223-FZ and economic knowledge, they have the specifics of the subject itself. They can make recommendations and negotiate with other structures. There is also an important position of a procurement support specialist. These are the people who know in detail all the nuances of trading platforms, publish information and reports, understand the Unified Information System, deal with the procurement plan and perform other functions.

Activities of the supplier relations department:

• checks the correctness of filling out the Procurement Plan/amends the Procurement Plan, consolidates it, submits it for approval by the Technical Committee and places it in the Unified Information System;
• monitors, manages and controls the procurement process, including coordination of forms and methods of procurement and procurement documentation in accordance with the requirements of the legislation of the Russian Federation and regulatory administrative documents;
• checks the documentation of the procurement procedure/PQS for correctness of completion in accordance with the approved standard forms, including agreeing on the methodology and evaluation of applications, requirements for applicants/participants in the procurement procedure/PQS;
• carries out the opening of envelopes with applications for participation, the correctness of the assessment and comparison of applications and summing up the results; makes decisions and approves documents in accordance with the delegated powers of the Labor Committee;
• provides information support for procurement activities in accordance with the Procurement Regulations and the legislation of the Russian Federation. Participates in negotiations with suppliers;
• consolidates and places in the Unified Information System/provides reporting on contracts concluded as a result of procurement procedures and reporting on procurement activities to the Federal State Statistics Service, the Federal Agency for State Property Management;
• generates internal reporting for management on the effectiveness of procurement activities;
• forms a conclusion when submitting questions to collegial bodies on approval of purchases from a single supplier;
• forms and initiates approval of the regulatory and methodological framework governing procurement procedures;
• is responsible for timely updating of information on the corporate portal.

Participants, their powers and responsibilities in the overall procurement process. Features of procurement in the regional network

Purchasing approval in each organization takes place differently: it all depends on how the company writes down its processes on paper. Federal Law 223 does not provide strict restrictions on how to organize procurement within a company. But there must be regulations on this activity - this is important, first of all, for the company’s employees and the efficiency of their work.

For example, at the Bank of Moscow there were threshold values ​​at which contracts should be drawn up. Payments on invoices without drawing up an agreement are allowed up to the specified amount. This can be a threshold of up to 100,000 rubles or 500,000 rubles.

There is also the practice of delegation to branches. For example, this is the establishment of different threshold amounts at which branches can make purchases on their own.

Procurement activities. Stages.

Planning and initiation of procurement procedures. This includes the formation of a budget and a procurement plan. As you know, since 2016 it is impossible to make a purchase without publishing a structured procurement plan for the year ahead. Each purchase is attached to a plan line. Long-term planning of procurement procedures in the Bank is carried out by forming a Procurement Plan, the planning period of which is a calendar year or another period established by the legislation of the Russian Federation, in cases of purchasing innovative products. During the period of validity of the Procurement Plan, due to production needs, in cases provided for by the legislation of the Russian Federation, changes may be made to the Procurement Plan.

In accordance with Decree of the Government of the Russian Federation No. 932, there are moments when changes do not need to be made. This is the case when the amount changes by only 10% of the previously declared amount if the form of purchase and other issues change. The procurement plan is published before December 31 and is valid for the entire next calendar year.

Procurement planning is carried out in accordance with the budget, but the procurement plan is not the budget. The Plan includes purchases that are long-term in nature. The amount in the Plan may be more than planned for the year. But the procurement plan is based on the budget.

The Plan does not include unpublished purchases (up to 500/100 thousand rubles). At the same time, inspection and control is carried out for artificial crushing (in order to avoid 223-FZ), and proposals are also given for combining purchases to obtain the most optimal offers. It is not allowed to initiate and conduct a purchase without including it in the Procurement Plan.

If the Plan includes purchases for different periods, for example, the purchase of monitors in the 1st quarter and the purchase of monitors in the 4th quarter, then it should be possible to combine these purchases to make a larger one. Such a purchase can be multi-lot if there is such a specificity. Many customers know that the larger the volume of goods purchased, the more significant a discount can be received from the supplier.

• scheduled adjustments on an ongoing basis (monthly/quarterly)
• urgent/unforeseen adjustments (delegated authority)

At the stage of agreement/signing of the contract based on the results of the procurement procedure, in the event of absence/insufficient funds in the budget, the signing procedure is suspended until the source of financing is determined.

Formation, coordination and approval of procurement documentation; placing procurement in the Unified Information System, preparing responses to requests from Applicants (if necessary), making changes to procurement documentation (if necessary). At this stage, it is possible to cancel the procurement procedure.

The process of approving procurement documentation at the Bank of Moscow is carried out using the SDO Media system. It allows you to automatically build a route, starting from initiation (the contractor sends his request to the desired procurement department). The contractor creates an application and sends it to the administrative department. This division generates procurement documentation. There are systems that allow you to do this in exactly the same way as on trading platforms and in the Unified Information System using a template. That is, these are fields that are filled out and published. This documentation is approved by the manager and goes along an automatic route to the relevant departments for approval. It is important to use the ideas of IT specialists to refine company processes if it is not possible to buy expensive software.

A document generated in this system, after approval by the manager, is transferred to the financial service and accounting department. If there are comments on the document, it goes back to the executor. The contractor, in turn, finalizes the document and comes back to these two departments along the same route: the financial service should see the final version of the document. The document then goes to the legal department. There is a practice when the legal department looks at the document at the very beginning, but this is optional.

After the tender commission has taken place, the document may or may not be approved. If revision is required, the document is again sent to the contractor, and then to the secretary of the tender commission.

Next, a protocol is placed and forwarded to the supplier relations department. The department carries out publication. Depending on the procurement method, information about the nuances is filled in before summing up the procurement results. After publishing the purchase on the website, the contractor begins to control the purchase in the Unified Information System. After the envelopes are opened, you can clearly see a calendar with reminders about the stages of the process and the work of the supplier relations department begins in the area of ​​initiating summing up. But the summing up itself remains up to the performer. The next stage is verification of the counterparty by the security service. Depending on the purchase amount, the document is sent either to the head of the BSC or to the tender commission if the purchase amount is over 5 million rubles. The secretary of the tender commission prepares a package of documents and puts it on the agenda of the meeting.

If the results are approved and no additional operations are required, then an approval protocol is generated and it is sent to the supplier relations department for placement. This is the final stage of procurement - summing up the results on the website. Next, the process of agreeing on the contract and generating reports begins.

This process may include other steps, but here is a basic list of steps.

Additionally, we can say about procurements that are not published on the EIS website and are not included in the procurement plan. These are purchases up to 100/500 thousand rubles. A simplified approval scheme is provided for them. No procurement documentation is generated in such cases. Coordination takes place only at the initial stage (executor-profile service-accounting-financial service-legal department). But here it is important to avoid fragmentation of purchases. The audit phase by the finance department is carried out carefully, so that purchases that can be combined are identified.

Control units check for the presence of artificial “fragmentation”. If a deliberately special breakdown of purchases into small ones is discovered, even with different contractors, if the amount exceeds 500 (100) thousand rubles, the next purchase is carried out in accordance with the requirements of regulatory documents applicable to purchases over 500 (100) thousand rubles.

The initiation of purchases included in the Procurement Plan is carried out 30 calendar days before the start of the month in which the purchase is planned, and/or 60 calendar days before the expiration date of the contract for a similar item.

In order not to slow down the procurement process, which has many nuances, the Bank of Moscow has developed a protocol of disagreements that can be drawn up at any stage of approval. These disagreements may arise between the executing and coordinating departments. This protocol is submitted for consideration by a commission or other body. It is the higher authorities who make the decision on the chosen option and either accept the risks or do not accept them. During audits, the disagreement protocol shows exactly how the decision-making process took place.

The structure of the Regulations of the tender commission in the Bank of Moscow was created on the basis of the powers of the members of this commission. In order to optimize the work of the Tender Commission and reduce the timing of procurement, the authority to approve purchases up to 5 million rubles. delegated to department heads.

On certain issues, it is possible for higher authorities to make decisions (Board/President). These possibilities need to be provided for, as there are different situations. Often decisions made by the bank's Board helped defend the position in the FAS.

Execution and conclusion of contracts. Based on the results of the procedure, the completed draft agreement is agreed upon with DBU, PED, and YD (see slide 15). It is possible to change the terms of the contract before signing for improvement. This stage must be included to avoid problems during the conclusion of the contract. It is allowed to make changes during the execution of the contract in terms of: Volume/Price/Terms. If the counterparty agrees to this, then changes are allowed. The agreement should not differ from the final protocol. For example, you can specify the possibility of changing prices for purchases from a single supplier by no more than 15%. Changes are agreed upon and approved by the authorized bodies/persons who previously made the decision to conclude the contract.

Opening of envelopes (except for purchases from a single supplier), rebidding and post-qualification (if necessary), requests to Participants (if necessary).

Procurement participants may also be present at this stage. Rebidding is necessary to obtain the most optimal offers from participants' applications.

Summing up and assessing the effectiveness of the purchase (except for purchases from a single supplier) and approval of the winner of the purchase (except for purchases from a single supplier).

Coordination and conclusion of contracts based on the results of procurement procedures and amendments to such contracts.

1. Formation, provision and placement of reports on the results of procurement activities. In accordance with the requirements of 223-FZ and other regulatory legal acts of the Russian Federation, the customer generates reports on procurement activities. It also needs to be placed in the Unified Information System. What is reporting? Information for the register of concluded contracts.

• The unit that concluded the contract sends/enters into a specific system:
• information about the concluded agreement for placement in the Unified Information System (posting within three days from the date of conclusion of the agreement),
• information about changes in terms of volume, price and terms (placement within 10 days from the date of making these changes),
• information on the results of execution of contracts concluded as a result of procurement, including payment for the contract (posted within 10 days from the date of execution of the contract),

information about termination of the contract concluded as a result of the procurement.. It is formed and posted in the Unified Information System before the 10th day of the month following the reporting month and includes both published purchases and unpublished purchases. Approved by an authorized person of the organization.

Annual reporting on purchases from SMEs. Formed and placed in the Unified Information System before February 1 of the year following the reporting year. Approved by an authorized person of the organization.

The process of reporting execution and publication must be strictly followed to avoid fines from regulatory authorities. There is a table of fines (slide No. 20). You need to know it and try to optimize the procurement process in order to avoid financial costs.

Monitoring the execution of contracts + posting reports on contracts.

The presented model for organizing procurement activities under 223-FZ for 3.5 years allowed:

• carry out 2000 published purchases,
• increase the efficiency of procurement, incl. by obtaining the maximum reduction from the initial (maximum) prices as a result of competitive procedures,
• automate document flow routes without additional costs for expensive systems,
• exclude fines and orders from regulatory authorities in the field of procurement: 10 complaints were filed against the actions of Bank of Moscow OJSC, 0 were found to be justified. There were no additional instructions from regulatory authorities. It follows from this that the Bank of Moscow model can be considered working and effective.

Also, each company can create its own corporate resource for exchanging current information and purchasing documentation.

Questions from participants

Is it possible to conduct joint tenders within the framework of 223-FZ? For example, 2 unitary enterprises are purchasing road repairs.

Yes, it's possible. Only the possibility and procedure for joint procurement should be specified in the Procurement Regulations of both one and the other organization.

Is there a limit on the number of purchases from a single supplier under 223-FZ?

There are no such restrictions, but companies must be guided by common sense, as well as other regulatory documents (135-FZ) and avoid restricting competition. Also, the conditions of procurement from a single supplier must be specified in the Procurement Regulations and regulatory documents.

New approved procurement plan. The institution is not required to support EMS. Should I fill out this section, leave it blank, or delete it?

There is no need to delete it: the form is approved by Government Decree. The section can be left blank by entering zeros.

When forming a procurement plan, notice and information, the wording of the procurement may change. How critical are such changes?

Such changes are critical, since the publication of a purchase is linked to the procurement plan. The subject of purchase is taken from there. It is better to avoid this, there must be uniformity.

How does the Bank of Moscow recalculate the cost of foreign currency purchases in the “Total volume” column? Is this done automatically or manually?

When there was no system and the procurement plan was formed in an Excel spreadsheet, when forming a plan for the year, the currency was translated at the rate approved by the Bank. For budget planning, rates are lowered “from above” to the approval date. The budget is formed in accordance with these indicators.

The term for concluding an agreement with the EP after the expiration of 10 days, as well as after the procurement procedures?

This is a controversial point, since there is no direct ban. For competitive procurement, it is better to meet this deadline as much as possible. But if you need to do it faster, then there is no problem.

If the regulation does not stipulate the justification for the initial (maximum) contract price and the justification for choosing a supplier when purchasing from a single supplier. Is it necessary to justify the choice of a particular supplier?

There is no need to publish the justification on the website. But you need to understand that this must be spelled out within the organization, that is, in the procurement regulations. When checking by regulatory authorities, such justifications must be provided.

If all purchases under 223-FZ are up to 100 thousand rubles from a single supplier. Is it necessary to create a tender commission?

It may not be necessary, but there should be authorized persons who are responsible for approving purchases. There should also be a zero procurement plan, which is posted on the website.

Contract for paid services. Consider it a purchase?

Yes, if it does not exceed the threshold of published purchases. Such a purchase simply needs to be included in monthly reporting.

Is it possible to make changes to the Procurement Regulations? If yes, then there are deadlines for placing purchases after making changes.

You can make changes, there are no restrictions, but there is an obligation to publish these changes in the manner prescribed by law (15 days from the date of approval).

According to 44-FZ, the draft agreement cannot be changed. Is it possible to make changes to the contract at the stage of signing it?

Changes can be made. But there should be no actions that can improve the situation of the winner.

What document authorizes specialists to make minor changes to the documentation?

At the Bank of Moscow, such powers are assigned to the tender commission.

Is the assessment methodology placed as part of the procurement documentation each time for the assessment procedure defined by 223-FZ?

Not every time. The evaluation methodology is an additional document and is used in competitions and requests for proposals (where there are other criteria other than price).

Who requests commercial proposals and forms the initial (maximum) contract price?

At the Bank of Moscow, this is done by performers. The purchasing process begins with a purchasing requirement. The executing department prepares documentation to justify the price. The prices and conditions of the current counterparty are used, and if the purchase is new, the request is sent throughout the market. After proposals are received, evaluation occurs. The price structure can be found on the website zakupki.gov. If the supplier is unique, then there is nothing to compare his offer with, but it is also checked for the adequacy of a similar cost in another company.

Purchase of medical examination for employees up to 100 thousand rubles. What are the restrictions on the method of purchasing from a single supplier? Do I need to prepare technical specifications?

Here the purchase is direct, there is no need to publish it. The terms of reference are needed if required by regulatory documents for the approval of the contract.

Who and how controls the execution of the contract, as well as the placement of information in the Unified Information System?

The execution of the contract is controlled by the initiator. He also carries out the procurement and conclusion of the contract. The buyer places information in the Unified Information System.

How is the division of responsibility organized between category managers and the publisher?

Category managers are responsible for the essence of the purchase and its content. Publishers - for the timing of publication, control of deadlines and opening procedures. The publishers do not delve into the essence of the purchase and do not conduct additional checks.

During the work, contracts of up to 100 thousand rubles were identified that were not included in the reporting.

Such situations should not happen, but reports can be adjusted. These adjustments are visible. It is better to place contracts than to hide them.

Does Bank of Moscow work with framework agreements for electricity supply?

All organizations are sometimes forced to agree to the terms of their counterparties. It is possible to conclude an agreement of disagreement in terms of making changes to the agreement itself. As a rule, the maximum price is not stated there, since the volume is added up after the fact. According to the tariff, this is fixed in the procurement plan. If there are changes in tariffs, you can work with them without additional agreements.

Legal regulation of competitive relations and relations related to the placement of orders involves interrelated goals and objectives. Thus, one of the principles of the Federal Law of 04/05/2013 No. 44-FZ “On the contract system in the field of procurement of goods, works, services to meet state and municipal needs” (hereinafter referred to as the Law on the Contract System) is to ensure competition. According to Part 2 of Article 8 of the Law on the Contract System, it is prohibited for customers, specialized organizations, their officials, procurement commissions, members of such commissions, or procurement participants to perform any actions that contradict the requirements of the Law on the Contract System, including those that lead to restriction of competition, in particular to the unreasonable limitation of the number of procurement participants. In accordance with Part 1 of Article 2 of the Law on the Contract System, the legislation of the Russian Federation on the contract system in the field of procurement of goods, works, services to meet state and municipal needs is based on the provisions of the Constitution of the Russian Federation, the Civil Code of the Russian Federation, the Budget Code of the Russian Federation and consists of The Law on the Contract System and other federal laws regulating relations aimed at meeting state and municipal needs.
One of such laws is the Federal Law of July 26, 2006 No. 135-FZ “On the Protection of Competition” (hereinafter referred to as the Law on the Protection of Competition), the purpose of which is to ensure the unity of the economic space in the Russian Federation, protect competition and create conditions for the effective functioning of commodity markets (Part 2 of Article 1).
Prohibitions on competition-limiting actions of organizers or customers of tenders during procurement for the supply of goods for government needs, established by law, are also interrelated.
In accordance with Part 1 of Article 24 of the Law on the Contract System, when making purchases, customers use competitive methods to determine suppliers (contractors, performers) or make purchases from a single supplier (contractor, performer). According to Part 1 of Article 25 of the Law on the Contract System, when two or more customers purchase the same goods, works, services, such customers have the right to hold joint tenders or auctions.
At the same time, the customer must be guided by the rules for describing the procurement object, which are established by Article 33 of the Law on the Contract System.
In accordance with paragraph 1 of part 1 of Article 33 of the Law on the Contract System, the description of the procurement object should not include requirements for goods, information, works, services, provided that such requirements entail a limitation on the number of procurement participants.
In addition, Part 3 of Article 33 of the Law on the Contract System establishes that it is not allowed to include requirements in the procurement documentation (including in the form of requirements for quality, technical characteristics of a product, work or service, requirements for the functional characteristics (consumer properties) of a product). to the manufacturer of the goods, to the procurement participant (including requirements for the qualifications of the procurement participant, including work experience), as well as requirements for the business reputation of the procurement participant, requirements for the availability of production capacity, technological equipment, labor, financial and other resources, necessary for the production of goods, the supply of which is the subject of the contract, for the performance of work or provision of services that are the subject of the contract, except in cases where the possibility of establishing such requirements for the procurement participant is provided for by the Law on the Contract System.
In accordance with Part 1 of Article 17 of the Law on the Protection of Competition, during bidding, actions that lead or may lead to the prevention, restriction or elimination of competition are prohibited. By virtue of Part 2 of Article 17 of the Law on the Protection of Competition, along with the prohibitions established by Part 1 of Article 17 during bidding, if the organizers or customers of the bidding are federal executive authorities, executive authorities of constituent entities of the Russian Federation, local government bodies, state extra-budgetary funds, as well as When conducting tenders for placing orders for the supply of goods, performance of work, provision of services for state or municipal needs, restriction of access to participation in tenders not provided for by federal laws or other regulatory legal acts is prohibited.
Based on the literal and semantic interpretation of the regulatory provisions of Article 17 of the Law on Protection of Competition, any actions that lead or may lead to the prevention, restriction or elimination of competition during bidding are prohibited, since the list of prohibitions listed in Article 17 of the Law on Protection of Competition is not exhaustive.
As a rule, when preparing auction documentation, customers form large lots, both in terms of product range and quantity of supplied products.
At the same time, when considering similar issues, the Federal Antimonopoly Service of Russia found that many baby food suppliers cannot supply the entire range required according to the technical specifications. At the same time, many suppliers are able to supply part of the required assortment.
Thus, if a large lot is divided into several, the number of potential auction participants will increase. Dividing baby food products into lots during such auctions promotes the development of competition, including making it possible for manufacturers to directly participate in auctions.
When placing an order, the customer has the right to independently allocate lots, however, such an association should not conflict with the general principles of the Law on the Contract System in terms of providing potential bidders with guarantees for the exercise of their right to participate in bidding, the efficiency of using budget funds and the development of fair competition, and also comply with the requirements of Article 17 of the Law on Protection of Competition, which prohibits the commission of any actions that lead or may lead to the prevention, restriction or elimination of competition during bidding.
Thus, consolidation of a lot entails a restriction of competition during bidding due to a reduction in the number of business entities that could take part in the auction, and leads to inefficient spending of budget funds.

For more than ten years now, competition has been driven by globalization. During this time, business leaders around the world have realized that proper procurement and supply management can provide a range of strategic benefits. These include significant cost reductions through collaboration with suppliers in low-cost countries, as well as increased supply chain competitiveness, streamlined product development, and faster time-to-market for new products. At the same time, changes in the approach of managers to purchasing and supply management issues are often not reflected in real results. Some companies experience a shortage of qualified personnel, which negates optimization efforts; others run into problems because targets are too low or incorrect, or because there are discrepancies between the purchasing strategy and the overall corporate strategy.

In many companies, the role of the purchasing function is still limited to a narrow set of routine activities, such as the acquisition of raw materials, components and services. At the same time, in some companies, procurement and supply management departments are taking their activities to a whole new level. By working more closely with internal customers, some purchasing departments have achieved significant cost reductions in non-traditional areas (such as marketing and health benefits) where cost optimization efforts had previously failed. Other purchasing management units go even further, including production and administrative functions. Finally, still others are turning purchasing into a testing ground for innovation: by attracting new suppliers of tangible and intangible goods, these units contribute to the expansion of new product development activities.

None of the companies whose experiences we studied were able to fully realize their existing potential in the field of purchasing and supply management. However, analyzing the experiences of the best performing businesses can shed light on how to achieve maximum results in this area. First, companies that succeed in optimizing procurement are more focused on their people: They work to develop the skills of procurement professionals while looking for effective ways to unite everyone in the organization with a common purpose. Secondly, these companies set themselves large-scale goals, the planning of which not only takes into account the strategic concept of future development, but also determines specific ways to achieve the intended results. Finally, the best-performing purchasing and supply chain management organizations place special emphasis on ensuring that procurement functions align with corporate strategic priorities. This not only allows companies to better exploit existing cost-cutting opportunities, but also sets the stage for even greater benefits in the future as globalization trends accelerate. These pioneering businesses are pioneering a new approach to sourcing—an approach that less successful companies might want to consider.

PROBLEMS RELATED TO PROCUREMENT MANAGEMENT

The tactical potential of purchasing and supply management as a cost reduction mechanism is well known. In general, the cost of purchasing goods and services accounts for up to 70% of a company's total costs, so managers are well aware that optimizing procurement can lead to increased profits. Accordingly, the role of procurement management has a lot to do with the idea of ​​cost reduction. This is achieved, for example, by obtaining discounts from external suppliers or by introducing procedures aimed at reducing unnecessary costs not included in the budget. Today, such steps are mandatory in many situations related to supply and demand management (in the first case, we are talking primarily about price control, in the second, about determining the optimal range of purchased goods and services). Companies that ignore these key procurement optimization techniques typically struggle to achieve cost savings, let alone realize additional benefits.

Many enterprises that generally perform well in purchasing management fail to recognize a serious problem: the functions of their purchasing departments have not expanded beyond transactional activities. This is largely due to the shortage of personnel. Most companies systematically underestimate the role of qualified personnel in procurement management, which negatively affects performance indicators. In one European consumer-facing company, for example, the marketing and purchasing departments were unable to agree on a new sourcing strategy because the purchasing team had little understanding of marketing activities and was therefore unable to establish a constructive dialogue with them. marketing specialists. After analyzing the current situation, senior managers came to the conclusion that fruitful interaction between the two departments would not be possible until the company had new purchasing management specialists who could, through their experience, better understand the needs of internal customers. And several such specialists were hired.

Another problem in purchasing is that departments have low goals and a transactional mentality among procurement professionals. Consider the following example: at a consumer goods company, the primary function of the purchasing department has traditionally been transactional ordering. In this regard, the company's management did not seek to expand the powers of the purchasing department (in particular, to give it the right to centrally transfer some work to outsourcing), whereas under other conditions, purchasing specialists could well have received these powers. As a result, decisions to outsource certain jobs were made haphazardly by individual business units. This problem was solved only as part of a large-scale reorganization.

There is another problem, the essence of which is that the actions of procurement specialists may run counter to corporate strategy. As a rule, this problem is directly related to the two described earlier. In underperforming companies, it arises because purchasing issues are not taken into account in the early stages of strategic planning. Over time, this has a negative impact on the entire organization. For example, ineffective purchasing departments left one European company more than two years behind competitors in new product development. This was largely due to the fact that when making decisions, its purchasing specialists were guided solely by the prices of certain goods. As a result, the company was at odds with suppliers of new technologies, making collaboration on innovation impossible. In another company, purchasing specialists had poor command of English - this ultimately led to the fact that the main aspect in the development of cooperation with suppliers became a geographical factor, rather than the quality and range of goods offered. Because of this, the company was unable to optimize its supplier base to reduce costs (even though cost reduction had become one of the corporate strategic priorities), and procurement specialists acquired virtually no new knowledge and experience in the field of procurement of certain product categories and, therefore, could not gain the trust of internal customers. Finally, another company was faced with the following problem: a major restructuring required cost reduction, and to solve this problem, procurement specialists reduced the IT costs of one of the business units. However, the results did not live up to expectations. It turned out that due to inconsistency between the priorities of the purchasing department and the goals of the financial department, savings due to cost reduction did not affect the company's profit. As a result, the business unit's IT budget remained the same when it needed to be reduced to reflect the savings achieved.

CREATING VALUE BEYOND TRADITIONAL PROCUREMENT ACTIVITIES

Some companies still manage to avoid such mistakes and improve the efficiency of their procurement departments. The most successful companies empower these functions within the organization by carefully aligning their actions with those of internal customers, product development departments, and other functional units. This is done in order to find and analyze new value creation opportunities.

Coverage of non-traditional categories

The best purchasing departments succeed primarily because their cost-cutting efforts extend to areas of activity that were previously uninteresting or difficult to optimize. For example, at one government agency, procurement specialists helped their HR colleagues select the best employee benefit plan by conducting a comparative analysis of several alternative plans. After analyzing historical costs for all existing programs, the purchasing department worked with the human resources department to develop and evaluate several options for a new system. Then the specialists introduced these options to ordinary employees and asked them to evaluate each of the proposals. Only after this was a new program of benefits and compensation approved. Thus, procurement specialists brought their own analytical experience to the project, as well as applied their skills in evaluating and negotiating with suppliers. In turn, the HR department brought the benefits and compensation system into line with internal requirements and ensured its approval. As a result, the costs of the new system were 7% lower than the previous one; At the same time, the employee satisfaction rate increased by 25%.

Another company, through smart procurement planning, was able to stop rising legal costs. This was achieved by commoditizing these services and separating them into separate segments (including related legal and examination services). A separate procurement strategy was developed for each of these segments. At the same time, the company developed a system of evaluation indicators - for example, setting the average amount of the indemnity guarantee - and created an independent division under the direction of the general counsel. The new division included lawyers specially trained in the basics of procurement management. Thanks to all these activities, the company was able to reduce the number of legal service providers from 900 to nine, as well as significantly reduce the cost of legal services.

Business system optimization

Some procurement professionals not only look for hidden value opportunities, but also work closely with other departments to optimize the marketing of a company's products and services. For example, in one European conglomerate, the purchasing department insisted on increasing the number of outsourced production processes. The company conducted a comparative analysis of its capabilities and the capabilities of third-party organizations, after which a circle of outsourcing partners was determined. Thanks to these efforts, as well as effective management of work with contractors, the company reduced the volume of production operations carried out in-house by 30% and significantly reduced the time to market for new products. In addition, as it turned out, working with a common supplier improved the traditionally tense relationship between the two business units.

Procurement specialists can directly assist other departments in solving the problems they face. Already today, some companies are using their own supply centers located in low-cost countries as a base to increase sales in those countries. The most effective procurement departments develop this type of collaboration much more widely. Thus, the purchasing department of one of the chains of family restaurants, together with the sales department, developed a system for quickly changing the menu in the event of an increase in the cost of purchasing certain products. For example, if shrimp has become cheaper relative to beef this week, sales teams can quickly create a new menu that features shrimp more heavily than beef, and vice versa. Thus, the company was able to respond to ongoing changes by influencing demand from its customers, and its approach to sales management allowed the restaurant chain to increase profits and minimize the risks associated with interruptions in the supply of key ingredients.

The ability to expand the horizons of the most effective procurement functions can be truly strategic. Let's look at the following example: when the price of aviation fuel increased, one of the airlines decided to analyze the structure of its fuel consumption and entrusted this work to the supply department. Teaming up with engineers, procurement specialists formed a working group. The results of her analysis convinced the airline's senior management that wing tips were needed to reduce fuel consumption on older aircraft. Thanks to this modernization, it was possible to reduce the annual volume of aviation fuel consumption by 3-5%. In addition, the flight range of the company's aircraft has increased by more than 200 km, which has made it possible to open new flights.

"Fuel for Innovation"

Suppliers have always provided companies with vital "fuel for innovation" - for example, by serving as a potential source of valuable knowledge and technology needed to improve products and processes. In turn, purchasing specialists serve as a critical link between a company's suppliers and the rest of the supply chain. Some firms use this relationship model very effectively. Thus, Procter & Gamble has made significant progress in implementing its ambitious plans to expand cooperation with third-party innovation developers. Procter & Gamble's purchasing specialists were instrumental in the creation of one of the company's best-known products, the low-cost, battery-powered electric toothbrush, the SpinBrush. This toothbrush was developed by a third party based on proprietary technology previously used to create the rotating lollipop stick. Another large company, Apple, also uses the services of third-party developers. For example, much of the iPod's software and electronics were developed by outside contractors. Even the very idea of ​​​​creating this device came to Apple from the outside - its author was entrepreneur Tony Fadell.

It should be noted that few companies have restructured their innovation processes so radically. In many cases, such a move would be unwise, since the corporate innovation model must take into account many factors - the company's unique strategy, its position in the market, its industry, etc. However, forward-thinking procurement professionals can establish close collaboration with service providers in the development of innovative processes and products, which will not only save money, but also possibly generate additional strategic benefits. For example, at one high-tech company, procurement specialists worked hard with one of their suppliers to develop software interfaces to control critical production equipment (this activity was carried out as part of a broader lean manufacturing program). ). The advent of software interfaces saved valuable time for operators, who subsequently took part in plant modernization activities.

HOW TO REALIZE THE POTENTIAL OF PROCUREMENT OPTIMIZATION

Despite the fact that today some companies are actively working in these areas, no one has yet managed to fully realize the potential in at least one of the areas of procurement optimization, not to mention all of them at once. At the same time, if you look at the experiences of companies that have achieved maximum results in this area and understand what underlies their success - which is exceptional compared to most other enterprises - you can determine what skills and work methods are needed to comprehensively optimize procurement.

Strengthen the connection between procurement management and core activities

It truly cannot be overstated the role that skilled people play in procurement efficiency. In most industries, competent commercial negotiations account for only 20-30% of the total savings that can be achieved through procurement optimization. The rest of the costs are reduced using tools such as demand management and adjusting requirements for purchased products. To master these two methods, procurement specialists need to thoroughly familiarize themselves with the work of various divisions of the company, as well as analyze the categories of goods and services consumed by it. In addition, these specialists must come to understand the strategic goals of the enterprise and learn to apply their experience in a variety of settings. Realizing all these factors, leading companies begin optimizing procurement by appointing to key positions in supply departments exactly those specialists who have a clear understanding of the company’s main expense items. For example, for an aerospace company these are the costs of purchasing composite materials, and for a telecommunications operator these are marketing costs. By focusing on attracting true professionals, companies increase the level of trust in the procurement department from internal business units, and also create conditions for the development of cooperation between this department and other departments. The most effective purchasing departments actively attract such professionals from other structural units of the company. For example, the procurement department might bring in a talented development engineer to manage the supply of electrical parts, or ask a leading IT specialist to develop a strategy for sourcing and acquiring new technologies. Our experience shows that involving subject matter experts in procurement management can be very, very useful, regardless of where these specialists come from.

In addition, the best procurement departments systematically implement people development programs designed to help procurement professionals expand their business knowledge and develop professional relationships with internal customers. Personnel development activities aimed at promising university graduates can be carried out in the form of “personnel rotation programs”, allowing them to become familiar with the various activities of the enterprise. In some cases, special training programs are developed for employees who have been working in the company for a long time. For example, the management of a large logistics conglomerate suggested that the interaction between the central purchasing department and one of the conglomerate's most important business units was difficult due to the lack or lack of necessary skills among procurement specialists. To address this issue, the company has developed a two-year training program aimed at high-potential candidates. The program included theoretical training, category-specific purchasing workshops, and skills development activities tailored to employees' individual abilities.

In addition, strict evaluation criteria were established for procurement professionals managing procurement projects. To meet them, these specialists had to have a good knowledge of the specifics of the work of functional units, as well as have skills in project management, information interaction and leadership work.

As a result, the relationship between the purchasing department and the business unit has been improved: its employees now perceive procurement specialists as equals (in fact, some of them have been offered leadership positions in this business unit). Collaboration between the purchasing division and the conglomerate's internal customers has become much more efficient.

Leading companies actively involve procurement specialists in the work of other departments. Some organizations assign key purchasing personnel to work in areas such as design, manufacturing, marketing and quality management. At the same time, all companies strive to ensure that partnerships develop between the purchasing department and the services responsible for the above areas. For this purpose, special cross-functional groups are created, headed by procurement specialists. Each of these groups specializes in a certain category of goods and services, and together they form the foundation of the company's purchasing activities. Cross-functional teams can determine requirements for needed goods and services, develop supply strategy, and conduct market analysis and supply structure. Let's look at a specific example. Following this approach, a large European manufacturer created more than 50 cross-functional teams tasked with identifying hidden savings opportunities and developing new sourcing strategies. Thanks to the cross-functional efforts of research and commercial thinking, the company achieved savings of around €100 million over nine months, a result that is by no means exceptional. We estimate that creating cross-functional teams can nearly double the effectiveness of cost reduction programs (see chart).

Set big goals, but start small

The best procurement teams are looking to change their role within the organization. Solving this problem begins with setting ambitious goals. Thus, employees of highly effective purchasing departments are much more likely than their colleagues from less successful departments to perceive cost reduction as a very important (though not the only) step towards the company's success. The best procurement specialists consider their area not only the basis of the enterprise’s commercial activities, but also the most important source of information about the market situation.

Despite such ambitious goals, leading procurement units are very pragmatic in their actions. Procurement professionals typically begin to see the value of this approach when the chief purchasing officer, in collaboration with the CEO and other senior executives, sets ambitious cost reduction goals throughout the organization and subsequently delivers on those goals. The actions of managers may seem counterintuitive: in an effort to cut costs, they are also willing to undertake expensive activities. However, it is important to remember that many procurement departments with low and even average efficiency do not set such goals for themselves at all, or go about achieving them very inconsistently - for example, without bothering to carefully analyze the main cost items or the characteristics of specific work business units. As a result, the boundaries of responsibility become blurred, and the sense of significance of the activities being carried out weakens. Ultimately, the procurement department's work produces little or no sustained improvement.

Everything could be different. When the CPO works with other senior executives to set optimization goals that span multiple divisions of the company and span multiple product lines, this not only increases the potential for cost savings, but also improves the image of the purchasing department within the organization. Through successful cost reduction efforts, the purchasing department can gain the trust of other business units. It was this path that the large European manufacturer, which we have already discussed above, took. The management of this company has set a goal to reduce the cost of purchasing goods by 13%. To solve this problem, a well-developed action plan was proposed, which involved the joint work of various divisions of the company. Over time, the purchasing director found that the relationship between the purchasing department and other business units had improved; In addition, the initiative of procurement specialists found a response among the enterprise team as a whole. As the cost reduction plan was implemented, the benefits of working more closely with suppliers in the early stages of product development and production also became apparent. The company's chief engineers, who had previously resisted the introduction of such practices, gradually began to implement them. As a result, less than a year after launching the cost reduction program, the purchasing director learned that several senior engineers from key business units had expressed interest in joining the new purchasing team.

At one mobile phone company, the new chief procurement officer set ambitious goals for cost optimization. At the same time, he publicly took responsibility for reducing the lion's share of costs, the optimization of which was recognized as possible as part of the new restructuring program. Once its goals were achieved, the procurement function focused on expanding its role within the company, seeking to transform itself from a mere buyer to a full partner with other business units. Over time, this division has acquired powers that would have been unimaginable just four years ago, such as the ability to participate in decisions about the range of mobile phones produced by the company.

Adjust the work of the purchasing department in accordance with the strategic goals of the company

The experience of the telecommunications company mentioned above shows that once the procurement function creates new value and establishes equal collaboration with other parts of the enterprise, it can move on to solving larger problems at a strategic level. The chief purchasing officer and other senior executives must formalize the new, expanded role of the purchasing department and communicate it throughout the company. This is necessary to ensure that business unit managers and employees understand and respect the responsibilities of procurement professionals as well as their decision-making rights. Of course, the responsibilities of supply departments will vary from company to company - this will depend on the strategic goals of that particular enterprise. Is the company focused on delivering growth through innovation? Is management outsourcing a number of manufacturing processes to compete with low-cost competitors? The answers to questions like these will determine the priorities according to which procurement professionals will search for suppliers and manage relationships with them.

Once the purchasing function's remit is clearly defined, the chief purchasing officer can join the strategic planning effort early on to work with other senior executives to align purchasing priorities with the company's strategic goals. In addition, accumulated experience in procurement management can be very useful in various situations. For example, through a major procurement optimization program, one US retailer was able to secure financing for a comprehensive restructuring plan that included changing the appearance of the company's stores and improving its marketing policies. Another example: the procurement division of an aerospace company played an important role in the process of divesting one of the divisions from the company. At the same time, the procurement department was able to resolve a number of complex issues regarding the legal formalization of exit conditions and ensure the implementation of synergistic opportunities that opened up through cooperation with the newly formed organization as a supplier.

Finally, a highly effective purchasing unit that acts as a liaison between different parts of a company can even influence changes in its organizational structure. For example, one European manufacturer suffered serious losses in its industry due to the dot-com crisis. To reduce costs, management needed to develop a new, more profit-oriented way of thinking among technicians. Subsequently, the company's CEO noted that cross-functional working groups led by procurement specialists were able to not only successfully convey the new management position to employees in all departments, but also prepare the company to compete in the new conditions.

PURCHASES AND MERGERS

The potential for cost reduction through PMS optimization is so great that it can become one of the decisive arguments in favor of a merger. For example, in one recent merger between two US energy companies, the approval of the transaction by state and federal regulators was greatly facilitated by the fact that the amount of money that was planned to be saved during the first ten years after the merger was about $1 billion. , and almost half of this amount was expected to be released through improvements in the field of PSM. Another example: the managers of one of the electronics production companies were fully convinced of the feasibility of the upcoming merger only when they assessed the amount of money that was planned to be saved by optimizing the PMS. As a result, the company's actual savings achieved through the merger amounted to about two-thirds of the premium paid to the acquired entity.

It should be noted that capturing the hidden shareholder value opportunities available through PSM optimization is actually a challenging task. In fact, these opportunities are often underestimated because in order to effectively use them, significant effort and careful thought must be made. However, the results will definitely be worth the effort. In most companies, the share of expenses for the services of third-party contractors and for the purchase from suppliers of a variety of goods - from office furniture to raw materials - can reach 75% of total costs. In fact, this figure may exceed this level as companies increasingly outsource support activities such as payroll management, call center management, debt collection, inventory management and even product assembly and delivery.

Thus, PSM can be a source of significant cost savings for any company - regardless of whether it is created through a merger or not. At the same time, it should be noted that optimization of PMS as a tool for reducing costs is especially effective during the first weeks and months of joint work of the merged companies. This is due to the fact that the process of merger or acquisition creates an atmosphere of time pressure and uncertainty in companies. At the initial stage of mergers and acquisitions, the potential for cost reduction is higher and easier to realize than at later stages. All divisions and departments face the same tasks: to integrate the personnel and processes of several companies within one united one and achieve large-scale goals to improve efficiency in the shortest possible time.

As a result, proposals for optimizing PSM, the implementation of which was previously planned only in a very uncertain future, are among the most significant priorities. Faced with the need to urgently solve many problems, departments that have not previously engaged in PMS can focus on streamlining the process to find ways to reduce costs that do not require layoffs. Thus, PSM, which traditionally plays only a minor role, can become a priority activity for a new company created through a merger.

During the merger of the two financial institutions, retail and corporate banking specialists worked with the PSM working group on a number of joint activities to identify cost-saving opportunities in a variety of areas such as credit reporting, check printing, ATM servicing and advertising. booklets. Moreover, previously these types of activities did not fall within the competence of the PMS departments. To reduce costs, the working group took the following measures: consolidation of “scattered procurement” (by “scattered procurement” we mean a situation where the purchase of goods and the ordering of services is carried out with the participation of too many suppliers and customers), the development of original strategies for concluding contracts with suppliers, the search for new suppliers, changing demand patterns (for example, adjusting the volume of materials and services that are ordered and used in each time period). Thanks to these measures, during the first year after the merger, the working group was able to reduce costs in the above areas by 8-20% (minimum savings - 8% - noted in the area of ​​\u200b\u200bATM servicing, and maximum - 20% in the areas of credit reporting and advertising printing ).

The merger and its consequences are relevant not only to the new combined company. A merger creates uncertainty for suppliers of both companies involved - especially if the merger forces suppliers to compete with each other. While some suppliers can confidently expect to win new business, others risk losing a customer. That is why many suppliers offer new companies better prices and new terms of cooperation, thus giving them more opportunities to make the necessary changes to contracts. Even the smallest reduction in costs for all goods or services purchased by a company can free up a significant amount of cash. At the same time, offers from suppliers who want to retain their customers often significantly exceed their expectations.

For example, one electronics company created through a recent merger asked its supplier for a 10 percent discount on printed circuit board assembly. The supplier put forward a counter offer under which the client could double his savings. This was made possible because cooperation with the new company opened up broad prospects for the supplier: it could reduce its costs by increasing production volumes, as well as establish closer cooperation with the new company in areas such as production optimization and drawing up technical specifications for individual products. details.

In the first weeks after a merger, CEOs and senior management of new companies are faced with the question of where to start optimizing their purchasing activities. A truly effective optimization strategy must address both the short and long term. To successfully implement a strategy, you must first identify the cost-cutting opportunities currently available and then evaluate the profits that can be made in the long term. To make the most of the time pressure and uncertainty that arises in the early stages of a new organization, senior leaders should take the following six actions, preferably within the first month after the merger.

1. Restore stability. The uncertainty that arises after a merger encourages suppliers to set new goals and achieve them, but it can also paralyze the new organization if employees are very concerned about their future. Senior management needs to quickly reassure employees who are concerned about three issues: why the merger is happening (purpose), who is responsible for it (responsibility), and what will happen to employees (prospects). Restoring stability is extremely important - only after questions about the future fate of the company have been resolved, the new organization will be able to direct all efforts to carrying out measures to improve efficiency. Within the framework of PSM, the main optimization tool is a significant reduction in costs, which allows avoiding staff reductions.

The news that the new company's internal situation has stabilized and its management is focused on creating value must be communicated to suppliers. Suppliers should also be aware that the new company will likely change the existing supplier base. All this will prepare suppliers for subsequent work and encourage them to take action.

2. Tell employees that PMS optimization is the most effective means of saving money, which allows you to compensate for the bonus paid to the acquired company.

In many corporations, purchasing departments suffer from a lack of discipline due to the unattractive image of this functional area, as well as low levels of management expectations. Traditionally, procurement management has not been considered a breeding ground for talented executives. Procurement is often seen as just an administrative activity, rather than as a “skills development ground” where a company can actively work to achieve continuous improvements in efficiency.

To break down the prevailing stereotypes about procurement, companies must make it clear to their employees that PSM is critical to post-merger success. It is necessary to draw the attention of employees to exactly how the costs of purchasing goods and paying for services affect all overall financial indicators of the company, as well as the total amount of value created for shareholders. Finally, employees should be made aware of the upcoming work to optimize PMS, during which all company costs will be subjected to careful analysis. CEOs facing post-merger challenges can succeed by setting challenging goals for all functions of the company. For the PMS division, a significant but still achievable goal would be to reduce costs by at least 10-15% during the first year after the merger. Let's give an example. The CEO of a diversified energy company created by the merger of two midsize companies set a cost reduction goal of $100 million without layoffs, with $20 million in savings required within the first six months of the merger. The company managed to achieve its goal, and the cost savings amounted to more than a third of the total amount that was planned to be saved due to the merger. In addition, the savings amounted to almost 75% of the total distributions to shareholders that were planned to be made during the first year.

The best solution is to set PSM cost reduction goals before the merger is completed, so that work can begin as soon as the new organization is created.

4. Appoint an experienced, authoritative leader to manage purchasing and supply. On the one hand, PSM plays a very important role in ensuring the appropriate level of cost savings; on the other hand, when optimizing the procurement system, it is necessary to overcome organizational barriers, such as the low status of PSM departments within the company and the need to establish interaction with other departments. That is why procurement and supply management should be entrusted to reputable senior managers. The most successful companies often appoint a top manager from another department to head the procurement function. Having taken office, he quickly develops a plan for active activities in the field of PMS, identifies priority areas of work and, if necessary, recruits new employees to work in areas such as procurement portfolio management, inventory management, financial analysis and the procurement of certain categories of goods. At the same time, activities carried out in the field of PSM should cover the entire range of goods and services consumed by the new company.

Some companies look outside the organization for experienced, established PMS professionals, but our research suggests that this approach may be misguided. When efficiency of work comes first, it is best to attract a competent specialist from the company’s staff. A full-time specialist is intimately familiar with the operations of at least one of the merging companies, can immediately assume a new position and immediately begin work on reducing costs. In addition, there are not many competent PMS specialists in the world, and finding such workers outside the organization is very difficult.

Sometimes acquiring companies get lucky and, through a merger, get not only another company, but also an experienced procurement director. In general, the evaluation of third-party candidates should be conducted as part of the pre-merger due diligence of the acquiree.

5. Encourage employees to implement and use the new PSM model. The new organizational model of PSM has two distinctive features that are extremely important for realizing the full potential of PSM, but may also be unusual for company employees.

Firstly, the new PSM model extends the competence of the purchasing department to all costs of the company. Surprisingly often, companies create a situation in which the PMS department controls only half of the company’s costs for purchasing goods and paying for services. At one large insurance company, the purchasing department controlled only 30% of these costs, while all new technology and most contractors were purchased by other departments. When procurement is carried out by several departments at once, the company cannot enter into contracts with suppliers on the most favorable terms for itself. In addition, this situation makes it difficult to find and evaluate new suppliers, and also makes it impossible to strictly control all external costs.

Second, the new KMS model suggests that decision-making must take into account not only the cost of individual items, but also the total cost of ownership within the new company. Total cost of ownership includes internal operating costs and losses (including inventory moving costs, lost production and lost productivity, inventory usage rates), as well as non-shared costs of doing business and working with contractors (including including costs for processing and fulfilling orders, costs for forwarding services, transportation costs, as well as costs for drawing up specifications and standardization).

In some companies, measures to reduce supply costs are limited to negotiations with suppliers, during which companies achieve lower prices by increasing the volume of purchases. However, with this approach, up to two-thirds of the savings potential can be missed, since in general it is possible to achieve only a slight reduction in costs - no more than 2-3%. Let's take another example: during one of the mergers, the UCS division identified the opportunity to receive a five percent discount for volume when purchasing new personal computers. However, working with the IT department, the following additional savings opportunities were identified: reduce the number of programs used and reduce hardware requirements; outsource computer maintenance and repair; find out which users can fully work on supposedly outdated computers. Using these capabilities allowed us to triple the savings on the purchase of new computers.

Analysis of the total cost of ownership opens up new prospects for reducing costs: choosing the most profitable competitive offers is no longer the only source of savings. Taking into account the total cost of ownership, it is possible not only to determine the desired price level, but also to formulate requirements that are not always included in standard contracts, in particular requirements regarding parameters such as weight, volume and quality of the product, as well as the amount of costs associated with it life cycle.

During the merger of two banks, one of the leading printing companies decided to win contracts for the printing of forms from suppliers that had served these banks for a long time. The company not only offered lower prices for printing forms than its competitors, but also expressed its readiness to provide four opportunities to reduce the total cost of ownership: repurchase of old forms from both merging banks; assistance in creating electronic versions of the most commonly used forms; storing the least popular forms in your warehouse, and not at the client’s; assistance in the development of an automated mini-printing house for printing forms (the following system was proposed: a computer automatically sends data to a high-speed printer, then a special machine packs the forms into envelopes, and a franking machine puts stamps on the envelopes).

The above example shows that PMS can be not only a tool for reducing costs, but also a competitive advantage, especially for those companies that are able to constantly optimize work with suppliers, and not just receive one-time benefits from transactions with them. Reducing costs only by lowering purchase prices and eliminating other savings opportunities deprives companies of the benefits that the new customer-supplier relationship model provides. And suppliers, in turn, are deprived of incentives to improve performance.

6. Develop and implement activities that have an immediate effect. As a rule, efficiently operating organizations created as a result of a merger quickly compile a special database of their costs to identify the 20 most expensive goods and services. Companies then compile a list of suppliers of these goods and services, clarify current prices, current inventory levels, delivery and distribution terms, information about the automatic order registration system, as well as the dates of the latest supply contracts. Once it has all the information it needs about critical products and services, the PMS unit within the new organization can form cross-functional procurement working groups. The main task of these groups, which almost always include representatives from suppliers, is to identify cost-cutting opportunities and use them effectively. Optimization of PMS should be aimed at achieving the following goal: in two years, reduce all company costs, not just the costs of purchasing goods and services, by 10-15%, with half of the planned savings achieved within the first six months or the first year.

The most significant savings can often be achieved in the procurement of those goods and services whose suppliers (or even entire markets) are experiencing difficulties due to excess capacity, globalization and the emergence of new technologies. The costs of purchasing such resources - which include, but are not limited to, office supplies, communications services, temporary workers, computer maintenance, IT services, employee travel and leisure activities - are generally charged as indirect costs. Let's give an example. The annual indirect costs of one of the companies we have already mentioned were about $100 million. To reduce these costs, competent supply working groups carried out a number of activities: determined the total volume of consumption, found new suppliers, standardized specifications and reduced their number, switched to cheaper analogues for some items, optimized demand, appointed a responsible manager to monitor compliance new supply policy. As a result, over $20 million in cost reduction opportunities were identified and implemented within six months.

Experience has shown that it takes a PSM task force only eight weeks after a merger to fully assess a major cost item. Therefore, you can begin a cost reduction program within the first three months of the new company’s existence. One electronics company formed several working groups to evaluate 12 major cost items. It took specialists only 180 days to complete this task. Thanks to this, the company was able to speed up cost reduction measures (the planned savings amounted to 10-15%).

Purchasing optimization should not be limited to finding opportunities to reduce costs as quickly as possible. Senior management of the new company should make every effort to ensure that the procurement system remains effective in the long term. This can be achieved through the measures listed below.

1. Develop efficiency assessment criteria that allow you to track exactly how the savings provided by PMS are reflected in the company’s profits.

It is worth pointing out a number of factors that make it difficult to assess the effectiveness of PSM. First, corporate financial reporting systems are often poorly aligned with major expense items. Secondly, when two companies merge, creating a common accounting system most often turns out to be a difficult task, since the cost center numbers and product codes adopted in each organization do not match. In addition, companies may record the costs of specific goods and services very differently, and may also have different decisions about which costs should be charged to investment and which to operating expenses. Finally, the most serious problem is that most financial reporting systems are based on cost of goods sold (including, among other things, costs of raw materials), while the costs of purchasing individual goods and services (for example, the cost of purchasing computers or paying for services contractors, operating costs, maintenance and repair of equipment, etc.) do not receive due attention. Therefore, companies need systems that can help them track and evaluate cost reductions through PMS optimization, as well as identify sources of savings (it is important that savings are achieved by optimizing the budget of the combined company).

At the same time, companies should not stop or slow down the implementation of cost reduction activities due to the absence or imperfection of information systems. Important time-consuming IT issues can be deferred until the merger process is complete. In the short term, all the necessary information can be obtained using a simple and practical computer database in which all the company's cost information is entered.

A creative approach to the use of IT systems can reduce transaction costs; In addition, IT systems can help track and control post-merger costs. Recently, one company created as a result of a merger, together with one of its suppliers, developed and placed on the corporate intranet a special electronic page with the help of which company employees could independently order the office supplies they needed. This freed up the purchasing department from a number of routine tasks, allowing procurement professionals to spend more time on value-creating activities (such as managing supplier relationships). The company has carried out vertical integration with a single partner and now purchases the bulk of its office supplies from it, with a significant discount for volume. Thus, she was able to get rid of the need to cooperate with hundreds of small suppliers. In addition, today the company can track the dynamics of office supply consumption with such accuracy that was previously unimaginable.

2. Concentrate efforts on creating a PMS unit that meets world standards. After the merger, the procurement department will most likely need to attract new specialists from other departments not related to PMS. This is necessary in order to ensure compliance with the sharply increased demands of management and to increase the level of competence of employees who will manage all the company's costs. Addressing these challenges may require replacing at least half of the procurement team. However, such a decision may take too long to implement during a merger, a time when cost reduction is of paramount importance. Finding and hiring qualified procurement professionals can be a daunting task and may take longer and cost more than CEOs expect.

3. Assign the status of an independent line of activity to UZS. In the world's leading companies, PSM functions work with key internal customers (which includes business units responsible for core activities as well as individual departments such as manufacturing and product development) to develop and implement proposals for continuous cost reduction , which do not involve staff reductions. Effective work of the PMS department can significantly improve all financial indicators of the company. The CEO of an electrical services company said that his procurement activities are his “highest ROI business.”

Already, many of the world's leading companies perceive PLM in this way, assigning it the status of an independent line of activity with its own virtual profit and loss statement and its own balance sheet. In this case, income reflected in the profit and loss statement should consist of funds saved by the PMS unit, and expenses - from direct costs of PMS, such as labor costs. The balance sheet should take into account the value of inventories and accounts payable - this is necessary in order to reflect the impact of PSM on these indicators throughout the company as a whole (see diagram). Thus, separating PMS into an independent area of ​​activity allows you to focus on the savings that this unit can provide.

MANAGEMENT EXPERIENCE

Representatives of such companies as SIBUR, TNK-BP, Rosatom, Atomkomplekt, Silvinit, Mosenergo, TGK-1, IDGC Holding, Severstal-Resource, Metinvest, IES-Holding, Fortum and Gazprom Neft exchanged experience in procurement management and talked about interesting solutions found by their companies.

ROUND TABLE PARTICIPANTS

Sergey Archipenko - Supply Director, Steel and Rolled Products Division, Metinvest Holding LLC
Vladimir Bezzubov - Deputy General Director for Supply of JSC Silvinit
Natalya Grigorovich - Deputy Director of the Department, Head of the Methodology and Pricing Department of the State Corporation "Rosatom"
Konstantin Gusev - Head of the Investment Procurement Department of JSC Fortum
Felix Itskov - Director of the Department of Procurement of Materials and Equipment and Inventory Management, BN "Processing and Trade", OJSC "TNK-BP Management"
Fedor Kirsanov - Director of the Production Support Department of OJSC SIBUR Holding
Igor Lastovka - General Director of JSC Atomkomplekt
Pavel Lezhnev - Purchasing Director of ZAO Severstal-Resource
Sergey Mikhailov - Vice President of Supply System Management of OJSC TNK-BP Management
Andrey Sokolov - Director of Logistics of OJSC "TGC-1"
Maxim Stepanov - Head of Department of the Directorate of Logistics and Mechanical Engineering of JSC Gazprom Neft
Marina Ustinova - Head of Supply and Logistics Department, Mosenergo
Ruslan Khalfin - Vice President, Head of the Department of Methodology and Organization of Procurement Activities of CJSC IES
Taras Shevchenko - Head of the Department for Purchasing Activities of JSC IDGC Holding

How many KPIs do purchasing managers have in your company? How regularly are KPI targets set and actual performance assessed? To what level are KPIs cascaded in the company?

What place do purchasing departments occupy in the company's organizational structure?

Andrey Sokolov: We had a long and heated discussion about which block - production or financial - the procurement function should belong to. She was eventually assigned directly to the CEO. We have been living by this principle for two years now. It has now become much easier to work and solve the tasks assigned to us.

Igor Lastovka: At the Rosatom State Corporation, the procurement function also reports directly to the CEO. And taking into account the importance of this area of ​​activity, recognized even by the state, we consider such subordination to be the most correct. Locally, in managed organizations, this function is most often subordinate to the deputy head of the organization.

What functions do purchasing departments perform in your companies and how are their activities controlled?

Ruslan Khalfin: Our procurement is structured as a business process, which begins from the moment the need for purchase arises and ends with the counterparty fulfilling its obligations to the customer. The procurement business process is institutionally divided into three areas: the procurement methodology and control block sets the rules and controls their implementation; the commercial block directly negotiates with participants and heads the competition commissions; The customer block generates purchase requests. In this way, the company eliminates conflicts of interest during procurement.

Taras Shevchenko: At IDGC, purchasers simultaneously build a methodology for the entire procurement process and implement it. It begins with procurement planning and ends with the issuance of a protocol with the decision of the procurement commission. Our auditors control this process.

Konstantin Gusev: At Fortum, the procurement department develops a methodology and carries out procurement, and the internal audit department monitors the implementation of the methodology. Purchasers participate in the formation of procurement plans for equipment, materials and services in terms of timing and budget planning for investment projects and ongoing purchases.

Natalya Grigorovich: In the Rosatom State Corporation, the Department of Procurement Methodology and Organization determines the industry methodology for carrying out procurement activities, ensures the organization and controls the processes of planning procurement activities, and conducting procurement procedures. To objectively select the winners of procurement procedures, mixed commissions must be created, which include representatives of the customer, consumer and procurement organizer. Compliance with the methodology when carrying out procurement activities is controlled by the internal control and audit division, which is also directly subordinate to the General Director.

What tasks do supply and purchasing departments solve in your companies?

Pavel Lezhnev: The main task of buyers is to minimize production costs and the total cost of ownership. This task is primarily operational - to provide production with resources at the right time, since stopping production leads to large losses.

Fedor Kirsanov: Buyers determine an effective procurement strategy for items and directly select a supplier for a specific application; all the way they are accompanied by a dedicated back office, which performs all documentary operations unusual for purchasers, but necessary for procurement. However, the buyer is responsible for the delivery of material and technical resources to the customer's warehouse.

Maxim Stepanov: In our company, procurement begins with the collection and processing of applications and ends with the transfer of materials and equipment to production. Procurement departments develop a methodology. The Department for Procurement of Services and Materials and Equipment controls purchases in subsidiaries, and the entire process is controlled by internal audit.

Sergey Archipenko: Procurement departments help build a procurement methodology, which is a “set of laws and regulations,” and carry out procurement. Internal audit conducts a comprehensive audit of procurement activities once a year.

Many people believe that it is best to optimize purchasing activities in industrial holdings with a centralized supply system. What principle do your companies adhere to?

Fedor Kirsanov: We have defined a clear separation sheet for items purchased centrally and at enterprises, which on average for the year gives approximately 60% centralization for materials and equipment and 95% for chemical raw materials. The immediate plans are to increase the level of centralization for materials and equipment to 90-95%.

Sergey Archipenko: Procurement in our company is characterized by a high degree of centralization: 80% of purchases are controlled by a central division.

Marina Ustinova: The procurement process at Mosenergo is as centralized as possible. The stations themselves do not buy anything; they determine only the need for resources and deadlines, that is, they are “internal customers.” The purchasers of the General Directorate are directly responsible for ensuring the supply of material and technical assets, works and services. They also develop a procurement methodology. It is approved by the board of directors.

Sergey Mikhailov: The main purchases in TNK-BP are carried out by two business areas: “Exploration and Production” and “Refining and Trade”. Procurement of materials and equipment and services for the Exploration and Production business area are mainly consolidated: the most cost-critical and critical items (about 55% of costs in monetary terms) are purchased in Moscow, average costs - in the regional center (about 30% of costs). About 10% of materials and equipment and 20% of services (about 15% of costs) are purchased locally.

Felix Itskov: We are gradually starting to delegate authority to specific employees. The purchasing committee may recommend something, but the final decision is made by a specific person. He bears full responsibility for the decision made.

McKinsey: One of the priority tasks of the purchasing function is to reduce production costs. How to calculate savings and what KPIs should purchasing departments have?

Vladimir Bezzubov: We determine savings on the purchase of inventory items quite simply - from past results. Data from the past period on purchased items are indexed according to the MEDT nomenclature reference books. If we beat the growth indices, it means we are effective. So you can evaluate your effectiveness by the nomenclature that intersects between years, and in our country its share is about 80% of the total volume of purchased goods and materials.

For some of the most important items, we adjust prices using special coefficients. For example, we included an index of changes in copper prices on the London Metal Exchange in a contract with monthly revision.

Sergey Mikhailov: TNK-BP uses the same approach - reducing the effect of inflation. Inflation targets are set for the planning year, within which prices must be kept. Inflation is determined by comparable items. From year to year, at least 70% of the product range overlaps (all operational needs and part of the investment needs). At the same time, a significant part of the need for capital expenditures is unique. In this case, to calculate the investment project, we expertly determine the planned price level. After the project is approved, the implementation of the investment project budget is monitored. At the same time, we are actively working on standardizing the equipment used, unifying design solutions and, consequently, prices in capital construction, which in the future will allow us to ensure almost complete comparability of needs.

In conditions of austerity, when it would seem that all sources have already been exhausted, pay attention once again to material costs. And not only for raw materials and supplies, but also for equipment, services and work to a greater extent.

Strictly following all the rules below procurement organization, you will very quickly increase the efficiency and controllability of your business due to a real reduction in costs, but without loss of quality. At the same time, you will have an undeniable advantage over competitors who will consider these rules too revolutionary or ridiculous.

You may have to overcome resistance from your own purchasing, construction and investment managers; they will definitely prove that this is exactly how everything works for them, if not better. If their business processes are truly based on the same rules, you don’t have to read further: your procurement is in complete order. But still, for control, look at your company’s score in the results of the “National Procurement Transparency Rating” or have it calculated using the elementary methodology described there. If you end up not at the top of the rankings, you definitely have room to reduce costs. Your company's core business and long-term business relationships will not be affected. In this article, I described the experience gained by overcoming my own mistakes, as well as unexpected discoveries and paradoxical solutions.

Rule No. 1. First, break the concept of “the customer is always right”

Rethink the concept of “the customer is always right.” “The supplier is always right” benefits you. Think about it. Who makes purchases at your company? Suppliers, builders, chief technical specialists, lawyers, etc. Are they buyers? After all, in all supply contracts, your signature is in the “Buyer” column. You are a real buyer, and they are just your employees, who fence themselves off with the saying “the buyer is always right” from new suppliers offering cheaper analogues or materials with new consumer properties, modern, more productive equipment, new technologies in construction, etc. Under the slogan “the customer is always right,” almost all suppliers can be left behind! And the more suppliers there are, the higher the competition, the higher the quality and the lower the prices. This is the law! Just give suppliers and contractors the opportunity to reach their potential. How to do it? Build a system of fair, open competitive procurement at your enterprise.

Rule No. 2. Start by choosing a head of the bidding department

The main requirement is experience in introducing innovations and a desire to work using new methods. An important condition is experience and a good reputation in procurement. The main responsibility is to implement the principles described in the article. Give him sufficient authority to develop, adjust regulations and manage personnel. It is enough that he has experience in procurement. This will only harm his subordinates. In this case, it is easier to teach than to re-educate. As soon as the leader is identified, he must find faithful assistants: honest, communicative, super-responsible technicians with no experience in procurement. Design engineers are great candidates. Their technical competence and punctuality are what you need.

Their main responsibility is to promote competitions, that is, to create maximum competition among your suppliers and contractors.

Rule No. 3. Personally monitor only two key indicators

The first indicator is the average number of participants who submitted proposals to the competition. To begin with, install it at least 3, and after six months at least 5. This is the most important indicator characterizing not only the work of assistants, but also the procurement system as a whole. The ideal score is 8 or more on average per competition. This is achievable, but very difficult. If the figure of 3-4 participants can be achieved by assistants, then 8 is the work of an entire team consisting of suppliers, technical specialists, economists, security specialists, builders, lawyers, etc. In fact, achieving 8 participants is an indicator of the highest involvement of enterprise services in the effective procurement process. The main task of your new purchasing manager is to organize this team. Those who are dissatisfied will leave on their own. When accepting new ones, simply inform them that all purchases from you are carried out on a fair, competitive basis. The reaction will be amazing. As a rule, applicants have a very negative attitude towards this, which is very strange for an interview. They begin to argue, giving examples of the impossibility of holding a competition for this or that. We conducted about 50 interviews and concluded that denial of integrity in procurement is already in the blood of many. Do not hire employees with experience in classical procurement.

The second indicator is the share of procurement carried out on a competitive basis from the total amount of procurement. It’s important not to get bogged down in details. The lion's share of savings lies in only 20% of budget items, usually accounting for 80% of its amount. Focus on these costs. Competitions for them will bring quick, significant results. Unlike the first indicator, no stages are needed here. Put up a barrier right away.

Instruct the head of the bidding department to prepare an order that the implementation of the electronic trading platform (ETP) has begun, and after 1.5-2 months all contracts for the supply, provision of services and performance of work over 100-300 thousand rubles (for example) will be signed only if there is an agreed the competition commission and the competition sheet approved by the director, that is, you. Accordingly, if the acceptance and payment of inventory items, works and services without signed contracts is already prohibited and carefully controlled (if not, included in the same order), then not a single purchase will slip past the competitive procedures, with the exception of the approved list of priority ones suppliers. The preparation of the list must be approached carefully and very practically. Naturally, it should include those same 20% of costs: goods and materials, works and services supplied by monopolistic enterprises, government agencies, local governments, federal state unitary enterprises, municipal unitary enterprises, etc. In addition, it is worth including in this list low-value materials that make up the following cost items: medicines , stationery, household needs, food, etc. In general, the list should contain everything for which it is stupid or economically impractical to conduct competitive procedures. Be careful! Financiers will definitely demand that credit, leasing and insurance organizations be included in the list. Accounting – Russian and foreign audit companies. Lawyers – appraisers and land developers. This is a catch; it is in these areas that the field is unplowed. You will be surprised by the results. If the question arises: “to hold a competition or not,” then there is only one answer: “to hold.” This principle has never failed us.

Rule No. 4. Choosing an electronic assistant

The most important step in organizing procurement is choosing an electronic trading platform (ETP). They are very similar, but the choice should be based on the presence of the following functions: a competition log (the ability to monitor the progress of procedures and timely corrective actions), the absence of an electronic digital signature, the possibility of free participation for suppliers, a competitive sheet, a performance report. If your business has a holding structure, and the enterprises are in different parts of Russia, you still need the ability to build a virtual holding company on the ETP. If you are already working on EPT, this means nothing. The effectiveness of work lies not in the ETP, but in how to use it.

• How to create a purchasing department: 2 effective construction models

The most important principles of working on an electronic trading platform

1. No barriers for suppliers. Completely exclude everything that narrows the number of suppliers, namely: unreasonably short deadlines for carrying out procedures, preliminary selection of suppliers, cash deposit, bank guarantee, electronic digital signature, participation fee, a pile of constituent documents, etc.

2. Conduct two-stage bidding on complex, high-value items. An open competition (collection of proposals) plus a downgrading auction among competition participants whose proposals completely satisfy your technical specialists. For standard, inexpensive materials, a one-stage competition with an open minimum price is sufficient. In fact, this is a competition with the effect of a downward auction.

3. Complete openness. Despite the objective arguments of “experienced” employees, do not hold closed competitions when only certain participants are invited. Maximum openness at the first stage is the key to a successful downgrade auction in the future. Follow the rule: “any information that may be available to at least one of your employees should be available to everyone.” Let everything be available to the participants in the competition: the minimum price, the names of the participants, the name of the winner and the winner’s price. If there are three or more participants, the risk of supplier collusion is negligible. In our practice, this happened a couple of times in 3000 competitions. Naturally, an auction can be held in a closed form, but it must be held on an electronic trading platform. In general, forget about tedious paper competitions! On the ETP you can conduct auctions on absolutely everything.

4. Self-declaration. Consider that any participant who submitted a technical and commercial proposal for the competition a priori agrees with the terms of the competition and is a bona fide supplier, taxpayer, etc. If he cheats and the deception leads him to victory, it’s okay. The security service will still detect fraud at the stage of concluding the contract or earlier. Conclude an agreement with the next bidder. This principle will reduce the time required to check all participants. And there may be more than 30 of them!

5. No “black” lists. Prohibit the formation of “black” lists of suppliers at your enterprises. They often end up not for objective reasons, but, for example, due to a non-critical violation of the delivery deadline. Give them a chance to rehabilitate themselves. Even if a supplier really deserves to be on the blacklist, still invite him to competitions. Just ignore it when looking at the results. Just finding it in the competition heightens the competition and accordingly increases your savings.

6. Always close competitive procedures with real reasons, even if these reasons are unpleasant to you. If closed with a winner, indicate what caused this decision. If it was closed without a winner, indicate why this actually happened. If you are closing the procedure to transfer it to an auction, indicate who is admitted to the auction and who is not admitted and for what reasons, what the starting price will be, indicate the date of the auction, etc. This approach has a positive effect on supplier loyalty to your company. Participants, even if they lost or were not admitted to the next stage, must know the reasons for this. If the reasons are adequate, then their attitude towards your enterprise will be adequate. If the reasons are distorted, then dissatisfied suppliers will defend themselves. There are cases when a supplier is not allowed to participate in an auction due to technical non-compliance of the proposed material. The supplier, having learned about this, offers another product. Technical specialists confirm compliance. He is allowed into the auction and wins by giving the lowest price. And there will be hundreds of such small success stories.

7. Don't let your employees manipulate your suppliers, and your suppliers will stop manipulating you.

8. Suppliers are smart and toothy. You just need to give them the opportunity to openly present their company, proposed technical solution or project in front of all other participants. Believe me, no one at such meetings allows themselves to say too much. Competitors will quickly improve. And just yesterday, eloquent mechanics and builders were silent, because... They, it turns out, are off topic. But just yesterday, foaming at the mouth, they explained to you incomprehensible terms and advantages. The fact is that only manufacturers, suppliers and contractors have the most up-to-date technical information. You just need to give them the floor. It is not necessary to gather everyone in the assembly hall. Those who are close will come in person, those who are far away can participate via Skype. The main thing at such technical meetings is to completely eliminate the discussion of prices and payment terms. Select everyone who suits you from a technical point of view and conduct an electronic short auction. And His Majesty the Auction will put all suppliers in their places. And those who kicked your door yesterday will become small and very accommodating.

Rule No. 5.Distribution of functions in the team

Absolutely all employees who previously selected suppliers and contractors will sabotage the changes. Openly and secretly. Together and alone. The most important invention to overcome this problem was the normal distribution of functions and responsibilities. When organizing the process, it is important to consider the following distribution of responsibilities:

1. Suppliers – form competitions for the purchase of goods and materials and enter into contracts with the winners.

2. Technical specialists, builders, financiers - prepare technical specifications for equipment, work and services in their field, participate in the work of the competition commission and enter into contracts with the winners.

3. Employees of the new trading department:

• check competitions formed by suppliers and promote them;
• form competitions for technical specifications and promote them;
• organize meetings of the competition commission;
• prepare, coordinate and approve by you protocols of competitions and auctions.

4. Lawyers develop standard contracts for various types of procurement. These contracts must be attached to tenders in advance in order to significantly reduce the time for conclusion in the future.

5. The role of financiers in bidding is only to compare offers with different payment terms. If you instruct them to develop a comparison table in advance, this will significantly facilitate the work of all members of the commission and can be used to quickly make decisions on choosing the best supplier in simple competitions for standard and inexpensive goods and materials.

6. Security guards monitor the progress of procedures and check the winners for reliability.

You say: “Who makes the choice of suppliers now?” It turns out that the choice is made by the team!

Rule No. 6.The best motivation is money!

When the system works, you will see for yourself the source of encouragement for the competition team. The calculation formula is simple. The starting price at the auction minus the final price – consider this the economic effect. If you take 10% for motivation, this can increase the payroll of the members of the competition team up to two times. Not that much pay for great work.

And now about the magic of this money. If you fairly distribute this 10% in advance among all members of the competition team, then everyone will be able to calculate how much they earned at the end of the auction. This forces everyone to look for more and more new ways to increase the amount of savings. Security guards will check participants more carefully, but this time for “trustworthiness”, so as not to accidentally exclude them from an auction that gave a suspiciously low price. Financiers will not insist on a 90-day delay, but will find a solution to change the auction conditions to a 10-day delay, since several suppliers give super prices for them. Lawyers will begin to show flexibility and interest in concluding contracts as quickly as possible, so that the prices achieved by the team do not “go away.” Technical specialists will choose based on the principle of reasonable sufficiency, and not with a triple margin of safety, so that it lasts for centuries. And so on... The system will be constantly improved. Your benefit is obvious and does not require proof.

• Examples of staff motivation - successful cases in Russia and the world

Which payment terms in the competition are more profitable for you?

In order to encourage bid winners to fulfill their obligations, set a 100% delay in all tenders for 30 days after delivery of goods and services of proper quality. As a rule, the deferment of payment should be no more than 30 calendar days, since a longer period negatively affects the number of participants and inflates prices, disproportionate to the bank interest. Practice shows that today the difference between the price of a similar product with a deferment of 30 and 90 days can reach up to 50%, because in addition to interest on the loan, the price also includes the risk of non-payment in general. 50% for two months is approximately 300% per annum. A banker's dream.

In fact, you are forced to pay not only for the goods or services to the supplier, but also for the comfortable life of the one who gave the money. And it's not always a bank. There are very few suppliers willing to conduct such a risky business. Competition is greatly reduced. Both you and the suppliers suffer from this. A deferred payment should be included in the terms of the competition only to eliminate the Buyer’s risks, but it should be minimal. Ideally, the period should be sufficient to carry out entrance control and make payment, no more. It is more profitable to take out a loan at an understandable interest rate and buy at the minimum competitive price than to pay an incomprehensible interest rate included in the price by the Supplier out of desperation.

How to Avoid Tech Lobbying

Reframe the problem for your technical specialists. After all, now they do not have to choose equipment or service providers on their own. Entrust them with the task characteristic of them - preparing technical specifications (TOR) for the necessary equipment, service or work. The technical specifications should contain general parameters, but give an accurate idea of ​​the subject of procurement. This will quickly identify illiterate employees and significantly expand the list of supplier offers. It doesn’t matter that at first the quality of technical assignments will leave much to be desired. It is important that they are available to all willing suppliers. They will identify inaccuracies and recommend necessary adjustments. Please make the corrected assignments publicly available again. Notify all participants about this. And so you will reach the perfect technical specification.

How to achieve maximum competition in an auction

To achieve the maximum level of competition in the auction, set the starting prices of the auction equal to the minimum prices of the participant whose offer meets the conditions of the competition not only in technical terms, but also in terms of payment. If none of the bidders' proposals meets the established payment terms, then the delay established in the Auction must be reduced.

As mentioned above, deferment of payment for delivered products or services greatly affects the price. When setting the starting price of the auction, it is important to take into account that the participants in the competition could put down their prices on different payment terms, despite the stipulated ones. Accordingly, if you take the minimum price, and it was submitted on an advance payment basis or with a shorter grace period than required, then most likely this supplier will simply confirm its price and the auction will not take place. In this case, it would be correct to set a starting price that is the minimum of the corresponding payment terms, and to convey these conditions to all participants again and several participants will begin to take steps to lower the price. The auction has started - the result has been received! If another situation arises when none of the competition participants confirmed the required deferment, nothing can be done - a market situation. It is necessary to select the minimum price with the most suitable payment option and conduct an auction on these conditions.

In 2014, at one of the coal industry enterprises, thanks to the implementation of these rules, the following indicators were achieved:

1. The average number of competition participants: 5.2 for goods and materials, 8 for services and works.
2. The share of purchases through the ETP is 100% (except for the list of priority suppliers).
3. Reduction in purchase prices for goods and materials - 16.1% (including at auctions - 10%).
4. Reduction in prices for the purchase of works and services - 42.5% (including at auctions - 17.4%).

Dmitry Grachev Graduated from the Faculty of Technology of the Siberian Metallurgical Institute named after. Sergo Ordzhonikidze and the Faculty of Economics of Tomsk Polytechnic University. From 1992 to 2007, he worked in senior positions in procurement in metallurgy - OJSC ZSMK (EVRAZ) and OJSC NMZ im. Kuzmina (ESTAR), and in 2007-2015 in the coal industry - Belon OJSC (MMK) and TopProm CJSC (mining, processing and sale of coal concentrate). Has rich twenty years of practical experience in organizing procurement activities. Founder of the company "Auction Center "Hermes" LLC. Specializes in the field of procurement organization.

LLC "Auction Center "Hermes"
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