purchasing

RECOMMEDATION: A recommended Sourcing Strategy. Your strategy should include only the 3 (level 1) categories mentioned above. According to our files, other clients similar to that of PHA have seen unit price reductions of around 15%. Assuming a 15% price reduction on all products, what dollar savings per annum will PHA obtain by implementing your recommendations? Also, be sure to describe how Peter should approach getting "buy-in" from his stakeholders (i.e. what leadership principles should he consider adopting and why)? This is an individual assignment. You are encouraged to seek guidance from your instructor. for any assistance you may need throughout this project. Sincerely. John Paul Manianis Appendix 1 - Total Cost by Vendor Table f: Patient Bods \& Transport Products Although costs to change-out incumbent suppliers are not high, strong physician preferences for supplier prodcts in the Cardiac and Spinal categones are pervasive across PHA. Physicians \& head nurses have forecasted a 10% increase in total volumes for next year. Purchasing Data Peter's staff - utilizing their SAP ERP system pulled last year's purchasing data relating to the three categories. This data is detailed in the "PHA Expenditures_FINAL x/s" file. You will note that his staff also segregated the categories out of the "Master Data Set" tab and even provided summary tables (see Appendix 1 and 2). You may need to further manipulate the data in order to complete your analysis and develop strategy. Client Deliverables The following is required to be delivered: A memo no longer than 2 pages in length, single-spaced and printed for email (jmanianis@bcit.ca) on November 28th 2022. 10% of the total available mark will be deducted for non-compliance to any of the instructions regarding your memo. The memo should address the following: CURRENT STATE: An assessment of PHA's current purchasing practices. Is there anything wrong with PHA's current purchasing practices; if so, what and why? Also, based on your assessment, who (supplier or buyer) holds most of the "power" and why? RECOMMEDATION: A recommended Sourcing Strategy. Your strategy should include only the 3 (level 1) categories mentioned above. According to our files, other clients similar to that of PHA have seen unit price reductions of around 15%. Assuming a 15% price reduction on all aroducts. What dollar savincs der annum will - View as Paon x Other Highlights Our business analysts recently conducted research relating to the three categories and the industry. Below are highlights on the research conducted. Historically, all 3 categories (Cardiac", "Spinal" and "Patient Beds \& Transport Products") have commonly been purchased by different clinical teams across the various hospitals within PHA Many of the purchases are made on an ad-hoc bsis supplier sales representatives are often fulifling numerous order quantities across the hospilals. Peter's team has recently determined that most of the spend within these categories are off contract spend (prices of products sold are not governed by a contract). PHA's suppliers relating to these categories are all qualified with capabilities more than large enough to fulfili PHAs supply requirements. In fact, our analysts say that these suppliers are large enough to service the entire country. Therefore, each supplier (within their respective category) is a candidate for servicing PHA. This industry is comprised of an immense aging population that continues to bring signicant economic challenges to governments who fund health care. Our country will continue to expenence increased health care costs for almost every known purchasing category. For example, the share percent last year it's going to almost double within the next 15 years. PHA's operating budget (including funds for annual purchasing expenditures) is considered significanitly larger than most of the other heath authonties in the country and North America. Peter's procurement team has traditionally issued very few RFx's (RFP, RFI, RFQ) in past. In addition, many prices were set without negotiating with suppliers. Although costs to change-out incumbent suppliers are not high, strong physician preferences for supplier products in the Cardiac and Spinal categonies are pervasive across PHA. Physicians \& head nurses have forecasted a 10% increase in total volumes for next year. To: Strategic Sourcing Consultant From: John-Paul Manianis Re: PARAMOUNT HEALTH AUTHORITY (Individual Assignment) Peter Bridge, the Executive Director of Supply Management from Paramount Health Authority (PHA) has recently hired our services in an effort to obtain best-in-class strategic sourcing consultation. If successful, this particular engajgement with paramount Health Authority could lead to our firm futur ! The client is looking to us for consultation on how to quickly save money on expenditures for "Cardiac" "ipinal" and "Patient Beds \& Transport" products (the categories). Peter Bridge is looking for a recommendation on November 28th,2022. Below you will find the information you require to complete this initiative. Paramount Health Authority - Overview Paramount Health Authority (PHA), through their 50,000 staff, is responsible for the delivery of health programs and services. With regional budgets in excess of $2.8 billion, this diverse health organization operates 20 acute care hospitals and serves over 2 million people per year. Other Highlights Our business analysts recently conducted research relating to the three categories and the industry. Below are highlights on the research conducted. Historically, all 3 categories (Cardiac", "Spinal" and "Patient Beds \& Transport Products") have commonly been purchased by different clinical teams across the various hospitals within PHA. Many of the purchases are made on an ad-hoc basis; supplier sales representatives are often fulfilling numerous order quantities across the hospitals. Peter's team has recently determined that most of the spend within these categones are "off RECOMMEDATION: A recommended Sourcing Strategy. Your strategy should include only the 3 (level 1) categories mentioned above. According to our files, other clients similar to that of PHA have seen unit price reductions of around 15%. Assuming a 15% price reduction on all products, what dollar savings per annum will PHA obtain by implementing your recommendations? Also, be sure to describe how Peter should approach getting "buy-in" from his stakeholders (i.e. what leadership principles should he consider adopting and why)? This is an individual assignment. You are encouraged to seek guidance from your instructor. for any assistance you may need throughout this project. Sincerely. John Paul Manianis Appendix 1 - Total Cost by Vendor Table f: Patient Bods \& Transport Products Although costs to change-out incumbent suppliers are not high, strong physician preferences for supplier prodcts in the Cardiac and Spinal categones are pervasive across PHA. Physicians \& head nurses have forecasted a 10% increase in total volumes for next year. Purchasing Data Peter's staff - utilizing their SAP ERP system pulled last year's purchasing data relating to the three categories. This data is detailed in the "PHA Expenditures_FINAL x/s" file. You will note that his staff also segregated the categories out of the "Master Data Set" tab and even provided summary tables (see Appendix 1 and 2). You may need to further manipulate the data in order to complete your analysis and develop strategy. Client Deliverables The following is required to be delivered: A memo no longer than 2 pages in length, single-spaced and printed for email (jmanianis@bcit.ca) on November 28th 2022. 10% of the total available mark will be deducted for non-compliance to any of the instructions regarding your memo. The memo should address the following: CURRENT STATE: An assessment of PHA's current purchasing practices. Is there anything wrong with PHA's current purchasing practices; if so, what and why? Also, based on your assessment, who (supplier or buyer) holds most of the "power" and why? RECOMMEDATION: A recommended Sourcing Strategy. Your strategy should include only the 3 (level 1) categories mentioned above. According to our files, other clients similar to that of PHA have seen unit price reductions of around 15%. Assuming a 15% price reduction on all aroducts. What dollar savincs der annum will - View as Paon x Other Highlights Our business analysts recently conducted research relating to the three categories and the industry. Below are highlights on the research conducted. Historically, all 3 categories (Cardiac", "Spinal" and "Patient Beds \& Transport Products") have commonly been purchased by different clinical teams across the various hospitals within PHA Many of the purchases are made on an ad-hoc bsis supplier sales representatives are often fulifling numerous order quantities across the hospilals. Peter's team has recently determined that most of the spend within these categories are off contract spend (prices of products sold are not governed by a contract). PHA's suppliers relating to these categories are all qualified with capabilities more than large enough to fulfili PHAs supply requirements. In fact, our analysts say that these suppliers are large enough to service the entire country. Therefore, each supplier (within their respective category) is a candidate for servicing PHA. This industry is comprised of an immense aging population that continues to bring signicant economic challenges to governments who fund health care. Our country will continue to expenence increased health care costs for almost every known purchasing category. For example, the share percent last year it's going to almost double within the next 15 years. PHA's operating budget (including funds for annual purchasing expenditures) is considered significanitly larger than most of the other heath authonties in the country and North America. Peter's procurement team has traditionally issued very few RFx's (RFP, RFI, RFQ) in past. In addition, many prices were set without negotiating with suppliers. Although costs to change-out incumbent suppliers are not high, strong physician preferences for supplier products in the Cardiac and Spinal categonies are pervasive across PHA. Physicians \& head nurses have forecasted a 10% increase in total volumes for next year. To: Strategic Sourcing Consultant From: John-Paul Manianis Re: PARAMOUNT HEALTH AUTHORITY (Individual Assignment) Peter Bridge, the Executive Director of Supply Management from Paramount Health Authority (PHA) has recently hired our services in an effort to obtain best-in-class strategic sourcing consultation. If successful, this particular engajgement with paramount Health Authority could lead to our firm futur ! The client is looking to us for consultation on how to quickly save money on expenditures for "Cardiac" "ipinal" and "Patient Beds \& Transport" products (the categories). Peter Bridge is looking for a recommendation on November 28th,2022. Below you will find the information you require to complete this initiative. Paramount Health Authority - Overview Paramount Health Authority (PHA), through their 50,000 staff, is responsible for the delivery of health programs and services. With regional budgets in excess of $2.8 billion, this diverse health organization operates 20 acute care hospitals and serves over 2 million people per year. Other Highlights Our business analysts recently conducted research relating to the three categories and the industry. Below are highlights on the research conducted. Historically, all 3 categories (Cardiac", "Spinal" and "Patient Beds \& Transport Products") have commonly been purchased by different clinical teams across the various hospitals within PHA. Many of the purchases are made on an ad-hoc basis; supplier sales representatives are often fulfilling numerous order quantities across the hospitals. Peter's team has recently determined that most of the spend within these categones are "off