CIPS SM Award winners 2016
CIPS SM Award winners 2016

Primark, Jaguar Land Rover and DVLA are among the winners at CIPS SM award 2016

posted by Andrew Allen
14 September 2016

The excellent work of eleven procurement teams was celebrated when they were each presented with a coveted category award – with Heathrow Airport receiving two gongs plus the overall award of the year. The winners were revealed at the 2016 CIPS Supply Management ceremony at the Grosvenor House in London on 14 September.

The winning teams are:

The winners are:
Best contribution to corporate responsibility
Winner: Primark
In 2013 Primark brought together a series of experts and stakeholders to create the Primark Sustainable Cotton Programme – a plan that aimed to have a radical effect on the company’s cotton supply chain.
The clothing retailer, a major cotton buyer, created a three-year training programme to train 1,251 female smallholder farmers in India, as part of the plan.
Primark believed India’s patriarchal society meant women smallholders had little access to training, believed Primark. If they could be helped to produce more sustainable cotton and better yields, their livelihoods would be improved.
Work on the ground, which included winning over sceptical male family members and elders, was carried out by CottonConnect and the Self-Employed Women’s Association (SEWA).
As well as helping the women become more socially active and to make their voices heard, the programme helped participants make more efficient usage of water, reduce fertiliser use by 10% and cut pesticide use by 50% compared to a control group.
Judges said: “This was an extremely well-thought out and executed entry.  It takes its organisation onto a new level and will enhance its reputation significantly.”
Shortlisted: City of London Corporation; Liverpool City Council; North Yorkshire County Council; Sodexo; University of Strathclyde
Best contribution to the reputation of procurement
Winner: Fusion21
Its roots are firmly in the north west, but Merseyside-based social procurement business Fusion21 has expanded its client base by 86% over the last year and now provides procurement services and frameworks to more than 200 organisations across the UK.
Since launching in 2003 it has helped secure economies of scale for clients – saving between 10-30% on market prices – while leveraging its spending power to create jobs and other benefits.
Fusion21’s client contracts require a job opportunity to be created for every £500,000 of spend.
So far the enterprise calculates it has generated £56m of community impact and created more than 2,500 jobs. Last year Fusion21’s activities generated nearly £14m of social return on investment for members – and secured £13m in efficiency savings. The Fusion21 Foundation helped members to apply for more than £5m in grants.
The enterprise won the first Cabinet Office Social Value Awards 2016 in the “Driving Value for Money” category.
Judges said: “This entry really showcased how procurement can be a key enabler in delivering long-term positive social impact as well as financial contribution.”
Shortlisted: Standard Life
Best cross-functional teamwork project
Winner: Jaguar Land Rover
When Jaguar Land Rover embarked on Project Encore, a new manufacturing programme to build two new car models in Austria from 2017, it decided to do things differently as far as sourcing was concerned.
Instead of using nearby assembly suppliers as it had typically done, JLR changed its assembly operation so it could source from much further away and unlock savings from low-cost manufacturing regions.
The Supply Chain Design (SCD) team worked with key functions including engineering, production purchasing, and manufacturing to ensure the impact of the sourcing decisions were understood throughout the business.
It was the SCD team, for example that worked out that the proposal to source a part from Morocco would not be feasible within the 10 days lead time, but that an alternative from Serbia would fit the bill.
JLR estimates that the total cost of ownership work headed by the SCD team will deliver a €48m benefit to the business over the vehicle life of seven years.
Judges said: “The winner of this category did something that a lot of companies aspire to do, except they did it exceptionally well, in a very complex environment.”
Shortlisted: AstraZeneca UK; BG Group; Driver and Vehicle Licensing Agency; Heathrow Airport; NHS England; RBS – Optimised Software Sourcing; RBS – Project Iterum
Best People Development Initiative
Winner: Heathrow Airport
Less was definitely more for Heathrow Airport when a transformation process turned a languishing procurement department spread across three different functions into a single, unified team, sending morale skyward in the process.
As well as leveraging the Heathrow brand to attract better recruits, procurement staff were asked to develop a range of new tools to analyse and benchmark performance and change the culture of procurement itself.
The produced a revised induction process for new starters, a new-starter intranet site, a training-needs analysis tool, and helped define core competencies and map each role in procurement, and delivered a template to complete self-assessment regarding training needs and an external training programme.
CIPS judges said: “This organisation realised that if it wanted to change procurement it really needed to look at the culture of the team. It put a huge amount of work and effort into transforming everything in the process from attracting graduates right through to succession planning. This is a great example of how procurement can bring together a number of initiatives, all linked to tangible business strategy.”
Shortlisted: Atos IT Services UK; Department for International Development; Department for Transport; Rolls-Royce
Best process improvement initiative
Winner: Sodexo UK & Ireland
When food services and facilities management company Sodexo decided to consolidate delivery of dairy and chilled deli products from direct supply routes into a central distribution network, the task was sizeable.
Sodexo supplies food to one million customers every day at 1,850 sites in the UK and Ireland.
Because of the short shelf life of the products, the move required detailed location-level forecasting to ensure continuity of supply while reducing risk on excessive stock holding. Thicker packaging helped to improve product resilience.
Other improvements, including new regional and central stocking models, reduced deliveries by 132,000 in the Sodexo supply chain, cut invoices by 100,000, reduced by 7% the logistics cost of around £900,000 per year. It also cut the carbon footprint by 86 tonnes.
And because fewer vehicles were delivering to Sodexo workplace safety was also boosted.
Even with these savings, 99.01% of all items were delivered on time and complete.
Judges said: “There were significant benefits here, not only for those stakeholders but also for the rest of the business and the environment.”
Shortlisted: Doosan Babcock; Jaguar Land Rover; LeasePlan UK
Best procurement consultancy project of the year
Winner: Odesma
Procurement was a major part of the equation when Glasgow-based mobile power generation and temperature controls company Aggreko decided to transform its £1.6bn a year business model.
With an ability to rapidly put together a team of experts, consultancy Odesma was brought in to mastermind that change.
The aim was to achieve cost savings on the $600m a year global spend through procurement and up-skilling the team to add value.
Among the changes introduced was a total cost ownership model for diesel and gas engines to replace a previous standard spares and aftermarket support price structure.
The Odesma team put into place 100 new contracts, changing Aggreko’s relationship with key suppliers, and a cutting-edge e-sourcing solution was introduced in the business to make it easier to evaluate suppliers.
As a result, the standing of procurement in the business itself has been significantly improved, according to the submission, with joint category review boards featuring procurement executives and business leaders.
Judges said: “The winner in this category really took a collaborative approach, drawing on lots of best practice and individual expertise to bring to the party. 
The judges were most impressed with the timescales and the results.”
Shortlisted: Efficio; Jaguar Land Rover
Best public procurement project
Winner: Driver and Vehicle Licensing Agency
When the DVLA’s £1.5bn IT contract expired last September the agency’s procurement team was one of the business functions tasked with the first major IT insource undertaken by the UK government.
Failure was not an option. Extending the contract could have been embarrassing and could have carried a monthly cost of up to £10m.
However a cross-functional group was established and a dedicated commercial team whose main objective was to manage procurement of 300 third party contracts brought the contract in house on deadline. These were reduced to 180 contractors.
And while the original contract was seen as expensive and restrictive care was taken to treat the exiting contractor as a potential future supplier.
As a result of exiting the contract, DVLA expects to save at least £225m over the next 10 years and has seen improved IT systems as well as deepening the relationship with the Crown Commercial Service (CCS).
Judges said: “The winner of this category did something that a lot of companies aspire to do except they did it exceptionally well, in a very complex environment. The benefits they drove were very impressive and they’re a very worthy winner.
Shortlisted: Countess of Chester Hospital NHS Foundation Trust; Crown Commercial Service; NHS North West Procurement Development; PwC & Greater London Authority; Selex ES & Home Office
Best supplier relationship management 
Winner: Mitie TFM & Omni RMS
Back in early 2012 recruiting spend had become a major headache for Mitie Technical Facilities Management (TFM). The company’s recruitment suppliers had multiplied, leading to an over-reliance on agencies and a lack of visibility on spend.
Enter Omni, an SME recruitment provider, which at the time had only 25 members of staff but which was to become a key supplier.
The relationship between the two firms has blossomed, moving from a client-service provider relationship to a partnership where Omni staff sit on Mitie’s internal diversity steering group. The two firms even created a shared development fund to help Mitie stay ahead of the curve in recruitment.
Since then Omni’s staff numbers have increased by 53% and its sales turnover by over 21% while Mitie’s business has helped it win important new clients.
As well as gaining far greater visibility over its recruitment spend, the relationship has saved Mitie £2.51m in recruitment costs.
Judges, who said they were unanimous in choosing this winner, said: “The market that they find themselves in is particularly challenging,” said the judges, who said they were unanimous in choosing this winner. “What we particularly liked was the matching investment on both sides, which is unusual.”
Shortlisted: KBR & Metropolitan Police Service; Ladbrokes & Banner Managed Communications; O2 Business & Ingram Micro UK; Shell & Gulf Agency Company Ltd
Best third sector / not-for-profit procurement project
Winner: Scope
With 240 shops, more than 8,000 volunteers and 2,800 employees, pan-disability charity Scope is a familiar high street brand that has seen significant change in recent years.
However one less desirable effect of a high turnover of employees was that staff had become less familiar with procurement processes.
Procurement resorted to shock tactics, quizzing staff in a presentation on how many invoices the company received a year (70,000) and how much it cost to process them (£250,000).
And thanks to an ambitious transformation programme the three-strong department was able to deliver savings of £617,000 – more than £100,000 above targets.
A new travel booking system was one of many wins that has helped Scope save 20% on travel spend.
Spend under management increased from 28% in April 2015 to 58% at the end of March 2016 while a supplier rationalisation programme more than halved supplier numbers, from 5000 to 2400.
Judges said: “They had really innovative approaches right the way throughout and a great set of results.”
Shortlisted: Leonard Cheshire Disability; Nottingham Trent University
International procurement project of the year
Winner: UK Shared Business Services (UK SBS)
The pressure was certainly on for UK Shared Business Services Ltd (SBS) when it took on procurement for the UK pavilion at the Milan Expo 2015.
The government was keen to showcase British innovation, creativity and global leadership on the world stage and events included a prime ministerial visit. However, delivery timescales were extremely tight and the budget was half that of the previous expo.
Not only did the project was come in on time and under budget, UK SBS delivered over £2m in hard procurement savings.
The success of the pavilion attracted 3.3m visitors rather than the expected 1m, and it received multiple awards, including the gold medal for best architecture and landscape design. The project has been recognised as contributing over £800m of benefit to UK business.
As for UK SBS, it has already been asked to participate in the 2017 World Expo in Astana.
Judges said: “This entry helped bring in £800m of investment, managed to make £2m hard savings, under budget in a tight timescale. It showed expertise and creativity in its approach.”  
Shortlisted: BAE Systems; National Grid
Most improved procurement operation – start up
Winner: Pinsent Masons
Law firms sometimes seem to reserve their best expertise regarding procurement for clients while neglecting their own functions – that was the pithy observation from Pinsent Mason in its winning submission.
Pinsent Masons was determined to break the mould, transforming its function into a professional procurement and contracts team that could deliver business transformation and drive change in attitudes and behaviours.
They set up a programme that introduced category management and a dashboard system to measure suppliers’ performance as well as much more. Between September 2014 and April 2016, it delivered savings of £6.5m on around £60m of spend.
A contracts database now enables quicker firm-wide reviews of the impact of statutory or other changes on contracts. “We need to demonstrate to our clients we practice what we preach,” said the firm.
Judges said: “This entry demonstrated the value that a professional procurement function can bring in a difficult sector. They took a thorough approach across people, process, and technology, and really drove bottom line benefits.”
Shortlisted: Metro Bank
Most improved procurement operation - step change award
Heathrow Airport
To support the organisation’s business goals, procurement needed to enhance its capabilities, to provide greater strategic service and support to the business, and add value through the new strategic partnerships. New ways of creating additional value through strategic partnerships were delivered through the “Working Together” programme, which included an annual supplier conference and awards programme, a business-wide strategic review, the Heathrow Responsible Procurement Programme and a new framework for behavioural and relationship maturity assessments.
All major contracts were renegotiated and eight new strategic partnerships created. Cost reduction savings targets for 2013, 2014 and 2015 were exceeded and an 18% improvement in service satisfaction was registered across the organisation.
The judges said: “This entry was clearly aligned with the business strategy, which led to a strong return on investment and positioned procurement as a true business partner. It enabled the business to reposition itself as a market leader and ultimately led to procurement getting a seat at the board.”
Shortlisted: Centrica; Communisis; Department for Work & Pensions; Ladbrokes; Royal Stoke University Hospital; Scope; University of Reading
Most innovative use of technology
Winner: Kier Group
Management of heavy equipment – plant – hire at construction group Kier had always been fragmented, leading to a number of downsides. Items could be lost or left on hire far longer than they were required, the supply chain was fractured due to informal, ad-hoc processes and costs were out of control costs because it was not always possible to verify the state of equipment when it arrived.
With no immediate out-of-the-box remedy for these issues, Kier was forced to develop the KierDirect Hire Solution.
Now plant hire decisions are made as part of an overall strategy, using approved suppliers, rather than on site, and hirers no longer need to be experts to make informed decisions.
While an audit found significant amounts of damaged equipment across the company caused by an absence of controls, it realised that the new system could stop this from continuing, and could save the company £2.4m a year.
Judges said: “The winner in this category put the user at the centre of that development to ensure they deliver business benefit.”
Shortlisted: Financial Times; IBM Corporation; Northumbrian Water Group

Best contribution to corporate responsibility
Winner: Primark

In 2013 Primark brought together a series of experts and stakeholders to create the Primark Sustainable Cotton Programme – a plan that aimed to have a radical effect on the company’s cotton supply chain. The clothing retailer, a major cotton buyer, created a three-year training programme to train 1,251 female smallholder farmers in India, as part of the plan. Primark believed India’s patriarchal society meant women smallholders had little access to training, believed Primark. If they could be helped to produce more sustainable cotton and better yields, their livelihoods would be improved. Work on the ground, which included winning over sceptical male family members and elders, was carried out by CottonConnect and the Self-Employed Women’s Association (SEWA). As well as helping the women become more socially active and to make their voices heard, the programme helped participants make more efficient usage of water, reduce fertiliser use by 10% and cut pesticide use by 50% compared to a control group. Judges said: “This was an extremely well-thought out and executed entry.  It takes its organisation onto a new level and will enhance its reputation significantly.”

Shortlisted: City of London Corporation; Liverpool City Council; North Yorkshire County Council; Sodexo; University of Strathclyde

Best contribution to the reputation of procurement
Winner: Fusion21

Its roots are firmly in the north west, but Merseyside-based social procurement business Fusion21 has expanded its client base by 86% over the last year and now provides procurement services and frameworks to more than 200 organisations across the UK. Since launching in 2003 it has helped secure economies of scale for clients – saving between 10-30% on market prices – while leveraging its spending power to create jobs and other benefits. Fusion21’s client contracts require a job opportunity to be created for every £500,000 of spend. So far the enterprise calculates it has generated £56m of community impact and created more than 2,500 jobs. Last year Fusion21’s activities generated nearly £14m of social return on investment for members – and secured £13m in efficiency savings. The Fusion21 Foundation helped members to apply for more than £5m in grants.The enterprise won the first Cabinet Office Social Value Awards 2016 in the “Driving Value for Money” category. Judges said: “This entry really showcased how procurement can be a key enabler in delivering long-term positive social impact as well as financial contribution.”

Shortlisted: Standard Life

Best cross-functional teamwork project
Winner: Jaguar Land Rover

When Jaguar Land Rover embarked on Project Encore, a new manufacturing programme to build two new car models in Austria from 2017, it decided to do things differently as far as sourcing was concerned.Instead of using nearby assembly suppliers as it had typically done, JLR changed its assembly operation so it could source from much further away and unlock savings from low-cost manufacturing regions. The Supply Chain Design (SCD) team worked with key functions including engineering, production purchasing, and manufacturing to ensure the impact of the sourcing decisions were understood throughout the business. It was the SCD team, for example that worked out that the proposal to source a part from Morocco would not be feasible within the 10 days lead time, but that an alternative from Serbia would fit the bill. JLR estimates that the total cost of ownership work headed by the SCD team will deliver a €48m benefit to the business over the vehicle life of seven years. Judges said: “The winner of this category did something that a lot of companies aspire to do, except they did it exceptionally well, in a very complex environment.”

Shortlisted: AstraZeneca UK; BG Group; Driver and Vehicle Licensing Agency; Heathrow Airport; NHS England; RBS – Optimised Software Sourcing; RBS – Project Iterum

Best People Development Initiative
Winner: Heathrow Airport

Less was definitely more for Heathrow Airport when a transformation process turned a languishing procurement department spread across three different functions into a single, unified team, sending morale skyward in the process. As well as leveraging the Heathrow brand to attract better recruits, procurement staff were asked to develop a range of new tools to analyse and benchmark performance and change the culture of procurement itself. The produced a revised induction process for new starters, a new-starter intranet site, a training-needs analysis tool, and helped define core competencies and map each role in procurement, and delivered a template to complete self-assessment regarding training needs and an external training programme. CIPS judges said: “This organisation realised that if it wanted to change procurement it really needed to look at the culture of the team. It put a huge amount of work and effort into transforming everything in the process from attracting graduates right through to succession planning. This is a great example of how procurement can bring together a number of initiatives, all linked to tangible business strategy.”

Shortlisted: Atos IT Services UK; Department for International Development; Department for Transport; Rolls-Royce

Best process improvement initiative
Winner: Sodexo UK & Ireland

When food services and facilities management company Sodexo decided to consolidate delivery of dairy and chilled deli products from direct supply routes into a central distribution network, the task was sizeable.Sodexo supplies food to one million customers every day at 1,850 sites in the UK and Ireland.Because of the short shelf life of the products, the move required detailed location-level forecasting to ensure continuity of supply while reducing risk on excessive stock holding. Thicker packaging helped to improve product resilience.Other improvements, including new regional and central stocking models, reduced deliveries by 132,000 in the Sodexo supply chain, cut invoices by 100,000, reduced by 7% the logistics cost of around £900,000 per year. It also cut the carbon footprint by 86 tonnes. And because fewer vehicles were delivering to Sodexo workplace safety was also boosted. Even with these savings, 99.01% of all items were delivered on time and complete. Judges said: “There were significant benefits here, not only for those stakeholders but also for the rest of the business and the environment.”
Shortlisted: Doosan Babcock; Jaguar Land Rover; LeasePlan UK

Best procurement consultancy project of the year
Winner: Odesma

Procurement was a major part of the equation when Glasgow-based mobile power generation and temperature controls company Aggreko decided to transform its £1.6bn a year business model.With an ability to rapidly put together a team of experts, consultancy Odesma was brought in to mastermind that change.The aim was to achieve cost savings on the $600m a year global spend through procurement and up-skilling the team to add value. Among the changes introduced was a total cost ownership model for diesel and gas engines to replace a previous standard spares and aftermarket support price structure. The Odesma team put into place 100 new contracts, changing Aggreko’s relationship with key suppliers, and a cutting-edge e-sourcing solution was introduced in the business to make it easier to evaluate suppliers.  As a result, the standing of procurement in the business itself has been significantly improved, according to the submission, with joint category review boards featuring procurement executives and business leaders. Judges said: “The winner in this category really took a collaborative approach, drawing on lots of best practice and individual expertise to bring to the party. The judges were most impressed with the timescales and the results.”

Shortlisted: Efficio; Jaguar Land Rover

Best public procurement project
Winner: Driver and Vehicle Licensing Agency

When the DVLA’s £1.5bn IT contract expired last September the agency’s procurement team was one of the business functions tasked with the first major IT insource undertaken by the UK government.Failure was not an option. Extending the contract could have been embarrassing and could have carried a monthly cost of up to £10m. However a cross-functional group was established and a dedicated commercial team whose main objective was to manage procurement of 300 third party contracts brought the contract in house on deadline. These were reduced to 180 contractors. And while the original contract was seen as expensive and restrictive care was taken to treat the exiting contractor as a potential future supplier.As a result of exiting the contract, DVLA expects to save at least £225m over the next 10 years and has seen improved IT systems as well as deepening the relationship with the Crown Commercial Service (CCS). Judges said: “The winner of this category did something that a lot of companies aspire to do except they did it exceptionally well, in a very complex environment. The benefits they drove were very impressive and they’re a very worthy winner.

Shortlisted: Countess of Chester Hospital NHS Foundation Trust; Crown Commercial Service; NHS North West Procurement Development; PwC & Greater London Authority; Selex ES & Home Office

Best supplier relationship management 
Winner: Mitie TFM & Omni RMS

Back in early 2012 recruiting spend had become a major headache for Mitie Technical Facilities Management (TFM). The company’s recruitment suppliers had multiplied, leading to an over-reliance on agencies and a lack of visibility on spend.Enter Omni, an SME recruitment provider, which at the time had only 25 members of staff but which was to become a key supplier. The relationship between the two firms has blossomed, moving from a client-service provider relationship to a partnership where Omni staff sit on Mitie’s internal diversity steering group. The two firms even created a shared development fund to help Mitie stay ahead of the curve in recruitment.Since then Omni’s staff numbers have increased by 53% and its sales turnover by over 21% while Mitie’s business has helped it win important new clients. As well as gaining far greater visibility over its recruitment spend, the relationship has saved Mitie £2.51m in recruitment costs.Judges, who said they were unanimous in choosing this winner, said: “The market that they find themselves in is particularly challenging,” said the judges, who said they were unanimous in choosing this winner. “What we particularly liked was the matching investment on both sides, which is unusual.”

Shortlisted: KBR & Metropolitan Police Service; Ladbrokes & Banner Managed Communications; O2 Business & Ingram Micro UK; Shell & Gulf Agency Company Ltd

Best third sector / not-for-profit procurement project
Winner: Scope

With 240 shops, more than 8,000 volunteers and 2,800 employees, pan-disability charity Scope is a familiar high street brand that has seen significant change in recent years. However one less desirable effect of a high turnover of employees was that staff had become less familiar with procurement processes. Procurement resorted to shock tactics, quizzing staff in a presentation on how many invoices the company received a year (70,000) and how much it cost to process them (£250,000). And thanks to an ambitious transformation programme the three-strong department was able to deliver savings of £617,000 – more than £100,000 above targets. A new travel booking system was one of many wins that has helped Scope save 20% on travel spend. Spend under management increased from 28% in April 2015 to 58% at the end of March 2016 while a supplier rationalisation programme more than halved supplier numbers, from 5000 to 2400. Judges said: “They had really innovative approaches right the way throughout and a great set of results.”

Shortlisted: Leonard Cheshire Disability; Nottingham Trent University

International procurement project of the year
Winner: UK Shared Business Services (UK SBS)

The pressure was certainly on for UK Shared Business Services Ltd (SBS) when it took on procurement for the UK pavilion at the Milan Expo 2015.The government was keen to showcase British innovation, creativity and global leadership on the world stage and events included a prime ministerial visit. However, delivery timescales were extremely tight and the budget was half that of the previous expo.Not only did the project was come in on time and under budget, UK SBS delivered over £2m in hard procurement savings. The success of the pavilion attracted 3.3m visitors rather than the expected 1m, and it received multiple awards, including the gold medal for best architecture and landscape design. The project has been recognised as contributing over £800m of benefit to UK business. As for UK SBS, it has already been asked to participate in the 2017 World Expo in Astana. Judges said: “This entry helped bring in £800m of investment, managed to make £2m hard savings, under budget in a tight timescale. It showed expertise and creativity in its approach.”  
Shortlisted: BAE Systems; National Grid

Most improved procurement operation – start up
Winner: Pinsent Masons

Law firms sometimes seem to reserve their best expertise regarding procurement for clients while neglecting their own functions – that was the pithy observation from Pinsent Mason in its winning submission. Pinsent Masons was determined to break the mould, transforming its function into a professional procurement and contracts team that could deliver business transformation and drive change in attitudes and behaviours. They set up a programme that introduced category management and a dashboard system to measure suppliers’ performance as well as much more. Between September 2014 and April 2016, it delivered savings of £6.5m on around £60m of spend. A contracts database now enables quicker firm-wide reviews of the impact of statutory or other changes on contracts. “We need to demonstrate to our clients we practice what we preach,” said the firm. Judges said: “This entry demonstrated the value that a professional procurement function can bring in a difficult sector. They took a thorough approach across people, process, and technology, and really drove bottom line benefits.”

Shortlisted: Metro Bank

Most improved procurement operation - step change award
Heathrow Airport

To support the organisation’s business goals, procurement needed to enhance its capabilities, to provide greater strategic service and support to the business, and add value through the new strategic partnerships. New ways of creating additional value through strategic partnerships were delivered through the “Working Together” programme, which included an annual supplier conference and awards programme, a business-wide strategic review, the Heathrow Responsible Procurement Programme and a new framework for behavioural and relationship maturity assessments. All major contracts were renegotiated and eight new strategic partnerships created. Cost reduction savings targets for 2013, 2014 and 2015 were exceeded and an 18% improvement in service satisfaction was registered across the organisation. The judges said: “This entry was clearly aligned with the business strategy, which led to a strong return on investment and positioned procurement as a true business partner. It enabled the business to reposition itself as a market leader and ultimately led to procurement getting a seat at the board.”

Shortlisted: Centrica; Communisis; Department for Work & Pensions; Ladbrokes; Royal Stoke University Hospital; Scope; University of Reading

Most innovative use of technology
Winner: Kier Group

Management of heavy equipment – plant – hire at construction group Kier had always been fragmented, leading to a number of downsides. Items could be lost or left on hire far longer than they were required, the supply chain was fractured due to informal, ad-hoc processes and costs were out of control costs because it was not always possible to verify the state of equipment when it arrived.With no immediate out-of-the-box remedy for these issues, Kier was forced to develop the KierDirect Hire Solution. Now plant hire decisions are made as part of an overall strategy, using approved suppliers, rather than on site, and hirers no longer need to be experts to make informed decisions. While an audit found significant amounts of damaged equipment across the company caused by an absence of controls, it realised that the new system could stop this from continuing, and could save the company £2.4m a year. Judges said: “The winner in this category put the user at the centre of that development to ensure they deliver business benefit.”

Shortlisted: Financial Times; IBM Corporation; Northumbrian Water Group

See the individual category winners.

The annual CIPS Supply Management Awards were celebrated on 14 September at the Grosvenor House in London, supported by headline sponsor RS and platinum sponsor Hays.

LATEST
JOBS
Swindon, Wiltshire
upto £40K base (+ Paid overtime and corporate benefits)
Honda Manufacturing Ltd
Kew gardens, Richmond upon Thames, London (Greater)
£37,000 - £42,500 per annum pro rata, depending on skills and experience
Kew Royal Botanic Gardens
SEARCH JOBS
CIPS Knowledge
Find out more with CIPS Knowledge:
  • best practice insights
  • guidance
  • tools and templates
GO TO CIPS KNOWLEDGE