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Introduction
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Thank you in advance for your time today. Let us briefly introduce the context, purpose, and content of this questionnaire:

The consulting firm, specializing in the transformation of organizations and in particular their purchasing, has been mandated by your company to carry out a purchasing diagnosis in order to qualify the following points:

Organization : sizing, levels of expertise, distribution of activities

Process : process performance, application level, optimizations and possible developments

Steering : what dashboard for measuring purchasing performance?

Information System : strengths and limitations of the system in place, methods of use

Operation with the professions : understanding and application of purchasing processes, levers to increase purchasing coverage


Context :

Your company's Purchasing Department reports to the Operations Department. The purchasing team is made up of 15 people, including:

the person in charge

6 buyers

assistants / suppliers

a CSR manager

The scope covered by purchases is approximately 40% to date.

Your company has had an ERP (SAP) system since 2012, which replaced the old JD Edwards (Oracle) system. This means that spending data is clearly structured (purchasing areas, suppliers). However, some purchases do not follow the complete purchase requisition > order > invoice cycle.

A very comprehensive purchasing policy document has been drawn up and is currently being validated.

  Goals :

  • Your company's Purchasing Department wishes to call upon external expertise to qualify the following points:

Organization : sizing, levels of expertise, distribution of activities

Process : process performance, application level, optimizations and possible developments

Steering : what purchasing performance measurement dashboard?

Information System : strengths and limitations of the system in place, methods of use

Working with the professions : understanding and application of purchasing processes, levers for increasing purchasing coverage


This questionnaire can be completed in several times. If you do not know the answer, your intuition/belief is already a useful answer.

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What department do you work in?
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What are your roles and responsibilities today?
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How is your business organized?
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What is the current breakdown of purchases (family, sub-family, category)?
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What is the current organization in place to carry out purchases and supplies in your entity? (e.g.: delegation)
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Who else besides you is shopping in your area?
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Who are the people who can incur expenses, and are they clearly identified?
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Specify
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What are the main core processes that are formalized in your entity?
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Are these core processes known?
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Are these core processes respected?
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Are the purchasing rules written?
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Are purchasing rules respected by everyone?
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Do you have a written and validated purchasing policy for each family, sub-families?
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Are purchases part of new projects, the opening of a new establishment, investments, and this from the outset?
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Do suppliers have direct formal relationships (without purchasing) with users?
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Are there any rules for delegation?
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How are sourcing managed?
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Are there delegation thresholds?
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Are these thresholds respected?
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Are there formal rules for developing CdCs?
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Do you carry out internal audits of the purchasing function?
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Do you carry out audits and supplier management? (Perf, AQF, CSR)
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Do you use e-procurement tools? (e-RFX…)
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Do you have a supplier portal?
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How do you practice purchasing marketing? How do you monitor your families? What methodologies do you use?
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What do you think about outsourcing?
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What do you think of the RFA?
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End of year discount

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How do you think the RFA can be optimized?
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400
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Do you know the framework contracts in force?
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What do you think of the framework contracts in force?
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Do you use these framework contracts?
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How do you manage your performance?
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What tools do you have at your disposal to manage this performance?
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How is your performance measured and how often?
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Do you have a standard procedure for calculating purchasing performance?
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What is your current performance? (purchase gains)
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in %

What was your performance for year N-1? (purchase gains)
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in %

What “Purchasing” information (contract, reporting, call for tenders, etc.) do you easily obtain?
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Contracts
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Reporting
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Calls for tenders
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What “Purchasing” information (contract, reporting, call for tenders, etc.) do you have difficulty obtaining?
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CONTRACT
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Reporting
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Calls for tenders
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Do you conduct performance reviews with your suppliers?
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How often do you conduct performance reviews with your suppliers?
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What are your top 3 personal goals for
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Where do your figures come from to report your performance via suppliers?
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Where do your figures come from to drive your supplier reviews?
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In which families/sub-families does the Purchasing Department have the most difficulty intervening and what do you think are the main reasons for this?
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400
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We have listed the main levers of purchasing performance? Can you rank these levers in order of importance for you?
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Contractualization
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Sourcing new suppliers
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Supplier development and progress plan
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Co-development/Co-design
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Extension of the scope entrusted to the LCC purchasing department
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Value analysis
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Competition
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Massification
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Rationalization of the panel
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Standardisation et simplification
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Objective cost design
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Other
To improve purchasing performance, list three priority actions
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In your opinion, what are the 3 strong points of Purchasing Management?
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In your opinion, what are the 3 points that need improvement?
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What are the 3 actions that would optimize the relationship between the Purchasing Department and the prescribers?
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Is there an important topic we haven't covered?
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