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Procurement Consolidation - Coggle Diagram
Procurement Consolidation
Plan prioritizes reorganization and reporting structures over process change
.
Reorganizing before standardizing has potential to break existing and working processes with no replacement identified.
Employee stress/uncertainty and change fatigue.
Potential for unclear reporting allegiance/loyalty.
(See ASD, DTO positions)
Fundamentally changes departments procurement lead role.
Potential for PCN/department transfers to not be compatible with privileges/permissions in existing systems/structures
MS Active Directory / Domain
Cross-department IRIS Workflow Approvals
IT support? Help desk tickets could and will route to wrong department.
RQS routing.
Risk of knowledge loss if employees leave. Consolidation efforts have a history of high turnover at SOA.
Plan does not address budget changes or
charge back methodology, may have hidden costs.
Has the
potential
to cost the state less overall but cost the departments more, not clear yet if there is a mechanism to mitigate impacts to department budgets as costs shift from one budget to another.
Some departments may have to forgo federal reimbursements/funding to participate.
Additional PCNs could require more funding.
Additional layers of management being added.
Implementation failure has risk of costing state significant amount, directly and indirectly
ALL IN APPROACH
All departments at once.
Not organic, incremental, manageable growth.
Increases Risk
Risk = Probability * Impact
Having all departments participate at once increases the "Impact" variable if there is failure or disruption. One could also assume taking responsibility for 15 departments at once increases "Probability" variable as well.
Ambiguity on required participation
as some positions will remain with department.
Dividing shared responsibilities/work loads may reduce redundancy and backup within a department. (For instance two warehouse workers each with 50% procurement 50% inventory would provide backup to each other, dividing those PCNs could reduce the redundancy)
Departments with warehouses have some exemption. Warehouses excluded from consolidation.
No initial physical job location changes
Areas of expertise beneficial, improve goods/services recieved.
Department representation with existing leads
Procurement leads may not have the skill set/training required to be liaisons or analyze customer requirements/business data in beneficial fashion. May not be given tools or data to succeed.