Frequently Asked Questions about Implementation
What does the Scope and Readiness Assessment (SRA) involve?
- The Scope and Readiness Assessment (SRA) is a 2 to 5 week process which aims to identify the key issues to be addressed in implementation of the service in an individual buying organisation.
- The SRA investigates the potential scope for use of the service as well as the readiness of the buying organisation. The result is an implementation plan which is specific to each buying organisation.
- Areas investigated together include: spend profile and supplier base; purchase to pay processes; technology and systems; people and change management.
- A Scope and Readiness Assessment can be arranged via the eProcurement Scotl@nd programme team who can explain what actions you need to take prior to an SRA to ensure that it proceeds smoothly and to plan.
How much of the buying organisation's resources will the Scope and Readiness Assessment require?
The SRA depends upon the active participation of relevant staff in the buying organisation. In terms of manpower, a buying organisation should be prepared to provide the equivalent of two full-time staff for five weeks and arrange time for the review team to meet with key stakeholders in the organisation, including the Chief Executive.
Will the Scope and Readiness Assessment provide a business case for my organisation to implement electronic procurement?
One of the purposes of the assessment is to gather data to provide a high level business case via spend data and identified efficiencies.
Who has responsibility for setting up and maintaining the system?
The initial technical set-up of the system is provided as part of the core service, as is maintenance. Throughout the duration of the service, software upgrades will be provided by the technology provider free of charge and on a global basis.
Is there a need for ongoing system administration?
Yes. Each buying organisation is responsible for its own system administration. (System administration covers: maintaining business rules, workflows and approval routes, etc.)
What are the implications for audit: should buying organisations involve their internal audit functions in the implementation?
One of the main benefits to flow from electronic procurement is the automatic generation of a full audit trail for all transactions. Audit may also have an interest in such implementation issues as approval workflows and electronic record-keeping and buying organisations are advised to consult with their internal audit function as one of the key stakeholders in the service.
How long does a typical implementation take? What are the resource implications to a buying organisation of implementing electronic procurement?
A phased approach to implementation is recommended. The first phase is likely to take between 4 and 6 months, depending on the size and complexity of the organisation, with the pace of further roll-out being determined by the organisation. In order to manage the implementation, buying organisations are advised to appoint a full time project manager with expertise in procurement.
Should a buying organisation which is currently undergoing a re-organisation defer any decision on implementing electronic procurement?
Not necessarily. The service can support re-organisation (by, for example, consolidating use of contracts) and a phased approach can be taken to implementation across the organisation.
How do the procurement cards that we currently use fit in with electronic procurement?
The service supports the secure use of procurement cards, both real and virtual.
What level of training will users in my organisation receive?
Initial training lasts three days and can be delivered to up to 20 staff. Further bespoke training is an optional additional service.
What level of ongoing support will be provided?
Each buying organisation provides first-line ("help-desk") support to its own users. "Second-line" support will be provided by the service provider from 0800 to 2030.
What is being done to allow buying organisations to share their experiences?
A Service Development Group meets regularly in order to share the experience of the early implementers, influence future functionality and promote best practice. In addition, this website facilitates communications among users of the service.
Who owns the data that the service generates? Who will be able to access management information which is generated?
Each buying organisation owns the data relating to its own contracts and transactions. Access to this data is strictly controlled, as is the generation of any "global" management information. Buying organisations may agree to the sharing of information in order, for example, to drive benefit from global management information.
How do buying organisations implement electronic tendering?
A separate electronic tendering module is included as part of the eProcurement Scotl@nd service at no additional charge. Because electronic tendering tends to be used by a different set of users within a buying organisation, implementation of the module tends to follow a separate path to that of PECOS.
What should buying organisations be telling their suppliers about electronic procurement?
Supplier e-enablement is recognised as an important element of electronic procurement and the eProcurement Scotl@nd programme team offers support in approaching suppliers. Where an organisation is moving to eProcurement it should inform its suppliers as soon as possible. The programme team are also able to assist by letting you know which suppliers are on the system and by putting you in contact with users of the service who have first hand experience of what to tell suppliers.
Many of my suppliers also supply to other buying organisations. Would it not make sense to co-ordinate our approaches?
Yes. The eProcurement Scotl@nd programme team seeks to identify common suppliers who might prefer a co-ordinated approach. Buying organisations which join the service are expected, in the implementation phase, to "sponsor" eight suppliers for whom they will act as the focal point on behalf of all participating buying organisations. The programme team produces a set of reports of suppliers who have been contacted and by whom the contact is made.
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