中国招标采购职业认证培训服务平台
登陆 注册 其他账号登陆:
服务热线:010-57278731
010-56035854
当前位置: 首页>行业动态

BBC采购总监:既要保持创新又要节约采购成本

来源:CIPS官网 浏览量:1523 发布日期:2016-08-24 上一篇 下一篇

参与项目早期并构建良好的利益相关者关系,能够让BBC采购老板在不扼杀创造力的情况下节约采购成本。

吉姆﹒汉明顿,英国广播公司采购总监,负责公司每年14亿美元的采购支出,用于购买商品和服务,除购买项目外。

吉姆﹒汉明顿,英国广播公司采购总监

上一财年,他带领的采购团队实现节约采购成本65,000,000英镑,超出了预期目标50,000,000英镑。

“英国广播公司显然是一个非常有创造力的组织,当你进入一些制作领域,才华和创造力、质量是关键”,汉明顿在今年的年度CIPS会议上发言说。“我们正在研究并推动竞争,正在以一种更商业化的方式推动消费服务,有时会与编辑和创作的目标相冲突”。

早期参与是管理利益相关者关系的关键所在,并能缓和采购作为把关人的形象。当“绿色照明”项目概念被第一次评估时,汉明顿采购团队就参与其中。

“我一次又一次对我的团队说:你们现在是作为支持企业业务的商业伙伴。”我想企业经营外的人们会说:“这些人是我们的英雄,他们参与进来并帮助我们,真正为我们在工作实践中实现增值”,汉明顿说道。

这对于一家上市公司缩减开支是一个良好的平衡。例如,当寻找幕后人才,如特效专家和化妆师时,英国广播公司可以在其支付水平上与竞争对手相抗衡。“你必须找到对抗的手段”,汉明顿说。

品牌忠诚度有所帮助,但BBC还旨在与制作方合作来保证外部人才投入。“这些人才知道当一个制作项目接近尾声时,紧接着参与到与BBC相关的另一个制作项目中去“,汉明顿说道,可以在制作项目的早期阶段,与利益相关者沟通做到这一点。

汉明顿表示,他带领承包商参与早期大项目,以帮助识别潜在价值的机会。在英国退欧公投期间,在整个晚间集会汉明顿都有自己的物流供应商以确保为政治家和学者提供适当的出租车和交通服务。

然而英国广播公司不能总是通过花费高昂的费用来知晓将要发生的大事件,相比它的新闻记者,其采购团队和供应商有时需要更快作出反应。

当2013年罗马天主教教宗本笃十六世成为近600年来首位辞职的教宗,汉明顿表示,消息一出,英国广播公司的物流合作伙伴已尽快预订了记者的飞机票。”“一旦消息传出,很多天主教徒就要前往罗马,因此会很难抢到飞机票”,他说道。

“我们从指定事件中获益良多。当然供应商在事件中所带来的便利,对于新闻负责人来说是免费的”,汉明顿说。

汉明顿说,同样在去年发生的巴黎恐怖袭击事件,英国广播公司的合作伙伴以及物流合作伙伴们在为全国所有的记者预定机票和交通工具之前,就帮助他们设立了用户账户。

“我们的合作伙伴知道,发生该类事件,大概需要多少名BBC记者前去采访报道它,并如何让记者们快速抵达事发现场。他们也知道我们的当地记者,如果有任何地方旅行安排,他们会很快要求记者们将这些安排调整到正确的时间”,他说。

这种级别的合作并不一定来自长期合作关系,汉明顿说,合同会在每三到五年重新招标。“你只需要成为一个好的供应商,并且有好的想法,能很快理解我们的想法,并提供我们想要的服务”,他说。

然而在可能的情况下,参与得越早越好。“目前我们的员工与制作方合作已经开始为下一届2020年的东京奥运会开展相关工作”,他说。

原文如下:

How to save money without stifling creativity at the BBC

 

posted by Francis Churchill

in Procurement19 August 2016

 

Building good stakeholder relationships and engaging with projects early allows the BBCs procurement boss to make savings without stifling creativity.

 

Jim Hemmington, director of procurement at the BBC, is responsible for spending £1.4bn a year on goods and services for the corporation, everything apart from buying programmes. He oversees the spending of nearly 20% of the license fee.

 

Last financial year, his procurement team achieved £65m of savings, exceeding their target of £50m.

 

The BBC is obviously a very creative organisation and when you look into some of the production areas, talent and creativity and quality is key, said Hemmington, who is speaking at this years CIPS Annual Conference. Were looking at driving competition, pushing for a more commercial way of consuming the services which can sometimes conflict with editorial and creative objectives.

 

Early engagement is key to managing stakeholder relationships like this, and can mitigate the image of procurement as gatekeepers. Hemmingtons procurement team are involved from the very start: the green light process where programme concepts are first evaluated.

 

The thing I say to my team time and time again is: Present yourselves as business partners championing the business. I want people out of the business saying: These guys are heroes for us, they come in, they help us and they really add value to what were trying to do, said Hemmington.

 

It can be a fine balance for a public corporation tightening its belt. For example, when sourcing behind the scene talent such as special effects experts or makeup artists, the BBC can struggle to compete with its competitors on levels of payment. You have to find means of counteracting that, said Hemmington.

 

Brand loyalty helps, but the BBC also aims to link up productions to keep external talent engaged. [The] talent know that when a production is coming to an end they have another production within the BBC that they are already engaged on, said Hemmington, who can do this by engaging with stakeholders in the early stages of production.

 

Hemmington said he also brings contractors to the table early on big projects to help identify potential value opportunities. During the Brexit referendum Hemmington had his logistics suppliers on site throughout the night to make sure appropriate taxis and transport were available for politicians and pundits.

 

However, the BBC does not always have the luxury of knowing when a big event will happen, and both its procurement team and its suppliers sometimes need to be able to move faster than its journalists.

 

When in 2013 Pope Benedict XVI became the first pontiff to resign in nearly 600 years, Hemmington said the BBCs logistics partners had booked its journalists plane tickets as soon as the news broke. Lots of Catholics were heading out to Rome as soon as the news broke, so flight capacity was used up very, very quickly, he said.

 

We got the best stories out from that particular incident. Of course the head of news was very, very complimentary of what the supplier had brought to the table on that one, said Hemmington.

 

Likewise when the Paris terror attack happened in November last year, Hemmington said the BBCs partners logistic partners were quick to help the corporation account for all its journalists in the country before going on to book flights and transport.

 

[Our partners] will know, with a story like that, broadly what number of journalists the BBC would want to take out to cover a story like that, how quickly theyd want to get people out. They also know where our local journalists are, and if there are any local travel arrangements they may need they will put them in place quite quickly, he said.

 

This level of cooperation does not necessarily come from long-term partnerships, said Hemmington, and contracts are re-tendered every three to five years. You just need to be a good supplier with good ideas about how you can understand our ideas quite quickly and deliver the goods, he said.

 

Where possible however, the earlier the engagement the better. Our guys are already working with production for the next Olympics in 2020 in Japan, he said.

 

Jim Hemmington will be one of the speakers at this years CIPS Annual Conference. Find out more and book your tickets here.

 

2016/8/24