English version. Value added purchasing management - Part 1: General criteria

CEN WORKSHOP CWA 15896-1 December 2008 AGREEMENT ICS 03.100.99 English version Value added purchasing management - Part 1: General criteria This CEN Workshop Agreement has been drafted and approved by a Workshop of representatives of interested parties, the constitution of which is indicated in the foreword of this Workshop Agreement. Dit document mag slechts op een stand-alone PC worden geinstalleerd. Gebruik op een netwerk is alleen. toestaan als een aanvullende licentieovereenkomst voor netwerkgebruik met NEN is afgesloten. This document may only be used on a stand-alone PC. Use in a network is only permitted when a supplementary license agreement for us in a network with NEN has been concluded. The formal process followed by the Workshop in the development of this Workshop Agreement has been endorsed by the National Members of CEN but neither the National Members of CEN nor the CEN Management Centre can be held accountable for the technical content of this CEN Workshop Agreement or possible conflicts with standards or legislation. This CEN Workshop Agreement can in no way be held as being an official standard developed by CEN and its Members. This CEN Workshop Agreement is publicly available as a reference document from the CEN Members National Standard Bodies. CEN members are the national standards bodies of Austria, Belgium, Bulgaria, Cyprus, Czech Republic, Denmark, Estonia, Finland, France, Germany, Greece, Hungary, Iceland, Ireland, Italy, Latvia, Lithuania, Luxembourg, Malta, Netherlands, Norway, Poland, Portugal, Romania, Slovakia, Slovenia, Spain, Sweden, Switzerland and United Kingdom. EUROPEAN COMMITTEE FOR STANDARDIZATION COMITÉ EUROPÉEN DE NORMALISATION EUROPÄISCHES KOMITEE FÜR NORMUNG Management Centre: rue de Stassart, 36 B-1050 Brussels 2008 CEN All rights of exploitation in any form and by any means reserved worldwide for CEN national Members. Ref. No.:CWA 15896-1:2008 E

Foreword CWA 15896-1:2008 was prepared by the CEN Workshop 30 Purchasing Management The production of this CWA (CEN Workshop Agreement) was formally accepted at the Workshop's kick-off meeting on 30 May 2007 in Brussels. The final review/endorsement round for this CWA was successfully closed on 29 September 2008. The final text of this CWA was submitted to CEN for publication on 03 November 2008. This CEN Workshop Agreement is publicly available as a reference document from the National Members of CEN: AENOR, AFNOR, ASRO, BDS, BSI, CSNI, CYS, DIN, DS, ELOT, EVS, IBN, IPQ, IST, LVS, LST, MSA, MSZT, NEN, NSAI, ON, PKN, SEE, SIS, SIST, SFS, SN, SNV, SUTN and UNI. Comments or suggestions from the users of the CEN Workshop Agreement are welcome and should be addressed to the CEN Management Centre The CEN Worshop members who have supported the document are (in alphabetical order): ABCAL, Association Belge des Cadres d'achat et de Logistique, Belgium ADACI, Italian Association of Purchasing and Supply Management, Italy AERCE, Asociación Española de Profesionales de Compras, Contratación y Aprovisionamientos, Spain BMEnet GmbH, Germany BMO, Austrian Federal Association of Purchasing and Logistics, Austria CIPS, Chartered Institute of Purchasing & Supply, United Kingdom DILF, Danish Purchasing and Logistic Forum, Denmark ECPS, European Council of Purchasing and Supply 1 Finmeccanica Group Services, Italy HPI, Hellenic Purchasing Institute, Greece IIPM, Irish Institute of Purchasing and Materials Management, Ireland NEVI, Nederlandse Vereniging voor Inkoop Management, Netherlands VIB, Vereniging voor Inkoop en Bedrijfslogistiek, Belgium The CWA Value Added Purchasing Management consists of the following parts: - Part 1: General criteria - Part 2: Accredited structure and process for certification bodies 1 The countries in ECPS are: Austria, Belgium, Croatia, Denmark, Finland, France, Germany, Greece, Hungary, Ireland, Israel, Italy, Netherlands, Norway, Poland, Portugal, Spain, Slovenia, Sweden, Switzerland and United Kingdom 2

Introduction This CEN Workshop Agreement on Value Added Purchasing Management (hereafter to be called the CWA PUMA) specifies the requirements of a robust Purchasing and Supply Management Function Team and a set of well-structured Purchasing policies, processes and procedures. 3

1 Scope This CWA PUMA follows principles of good Purchasing practice and is applicable to all Purchasing Organisations in any part of the world. Organisations that adopt the principles of this CWA PUMA, or are certified to this CWA PUMA, will achieve, competitive advantage, commercial differentiation and value added service excellence through improved effectiveness, efficiency and communication. High-performing organisations are most likely to have high-performing Purchasing Teams and a robust framework of Purchasing policies, processes and procedures. 2 Normative Documents This CWA Purchasing Management is aligned with other approved standards commonly applied in major and minor organisations. For instance: Health and Safety (OHSAS 18xxx a.o.) Environmental Management (ISO 14xxx a.o.) Quality Management (ISO 9xxx a.o.) Information Technology and Communications Security (ISO 21xxx, 24xxx a.o.), UN Global Compact Sustainability Corporate Social Responsibility OTHERS and with current management procedures, policies and systems standards. 3 Definitions For the purposes of this CWA PUMA, the following key definitions apply. 3.1 Disposal shall mean the removal of unwanted and surplus Products, waste, scrap and obsolete equipment. 3.2 Head of Purchasing shall mean the leader of the Purchasing Department. 3.3 Organisation shall mean company, business, institution or their equivalents. 3.4 Product shall mean goods, services, commodities, materials, equipment, supplies, capital equipment, investment or their equivalents. 3.5 Purchasing shall mean the totality of the process of acquisition including the meanings of procurement, sourcing, requisitioning, commissioning, and the functions of sourcing, receiving, post contract management and disposal operations. It does not include stores management and logistics that are aspects of the wider subject of Supply Chain Management. 3.6 Purchasing Department shall mean the team of Purchasing professionals who manage Purchasing on behalf of the Organisation. 3.7 Purchasing Team shall mean the members of the Purchasing Department who are led by a Head of Purchasing. 3.8 CWA PUMA shall mean CEN Workshop Agreement on Purchasing Management. 3.9 Supplier shall mean contractors, sub-contractors, providers or their equivalents who agree to furnish Products for a certain price or consideration. 4

4 Framework and Compliance The framework shall show a clear structure of the relationship of all Purchasing strategies, policies, procedures and processes and how they interrelate both with the Purchasing function and to all internal customers. The framework shall show the relationships with external stakeholders, particularly Suppliers. The framework shall show high-level links to the company strategies and all other Organisational policies owned and managed by other key internal customer departments. 5 Purchasing Responsibility 5.1 Vision There shall be a vision related to Purchasing and Supply Management. 5.2 Role Statement There shall be a Role Statement related to Purchasing and Supply Management. 5.3 Purchasing Policy Statement There shall be a Purchasing Policy Statement. 5.4 Purchasing Policy and Objectives The Purchasing policy and objectives shall specify a number of overarching key objectives that are fundamental to the performance of the Purchasing Department and the success of the Organisation. 5.5 Responsibilities within the Purchasing Process All steps of the Purchasing process shall be identified and a responsibility must be assigned to the activity. These responsibilities shall generally be either the Purchasing Department or the internal customer. 5.6 Purchasing Code of Conduct The Purchasing code of conduct shall be aligned with any Organisational code of conduct or core values. If not already covered in the Organisational code of conduct, or elsewhere in the Organisation s policies, it must be demonstrated that exists a minimum reference to a code of conduct. 5.7 Personal Conduct and Ethical Code The personal conduct and ethical code shall require all persons engaged in Purchasing, however remote, to maintain an unimpeachable standard of integrity in all Organisational dealings, both within and outside the Organisation. 5.8 Principles of Sound Control There shall be a clear description of delegated authority. 5.9 Relationships and Sphere of Influence The roles of the Purchasing Team shall be identified with respect to internal customers. 5.10 Knowledge Management Purchasing Team members shall be actively encouraged to meet, share and diffuse ideas that will benefit the Organisation as a whole. 5.11 Continuous Improvement Audits There shall be Continuous Improvement Audits. 5

5.12 Influenceable Spend There shall be evidence as to the percentage of Organisation spend that the Purchasing Team effectively manages/influences and is actively involved in anything related to influenceable spend. 6 Management Responsibility 6.1 Alignment to Strategic Intent There shall be evidence of a clear alignment to the strategic intent of the Organisation. 6.2 Management Commitment Senior management shall ensure the availability sufficient to enable functions and activities for the Purchasing Department. 6.3 Purchasing Performance Measurement There shall be evidence of purchasing performance measurement. 6.4 Purchasing Strategy The Purchasing Department strategy is essential if Purchasing is to be integrated into its Organisation s strategy. The Purchasing Department strategy must stem from, and be seamless with, the Organisational strategy. 6.5 Purchasing Action Plan The Purchasing Department action plan is a live and active plan of how the Purchasing Department work will be managed during that coming year. 6.6 Purchasing Department Appropriate Definition and Review The Purchasing Department infrastructure review is a health check of key Purchasing management activities to ensure that these activities are reviewed at least annually and any trends are reviewed and acted upon. This is a driver for Purchasing efficiency and effectiveness. This process aligns itself with the management review of the ISO 9001 quality management system standard. 6.7 Purchasing Innovation The CWA PUMA requires that the Purchasing Department is given the opportunity to see and grasp opportunities which shall realise tangible Organisation benefits. 6.8 Intellectual and Commercial Information The Purchasing Department shall protect the Organisation s intellectual property and commercial information and only reveal these if there is a sound reason to do so. the Suppliers' intellectual property and commercial information. the Organisation by means of the use a confidentiality agreements (non-disclosure agreements) to safeguard the Organisation s commercial and technical secrets. 7 Purchasing and Supply Management Team 7.1 Position of Influence There shall be a wide Organisational acceptance of the impact and value-add that the function can deliver. 7.2 Purchasing Leadership There shall be a clear understanding of Purchasing leadership and there is a definition of what the Purchasing Department understands Purchasing leadership to be. 6

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