1、EUROPEAN COMMITTEE FOR STANDARDIZATIONCOMIT EUROPEN DE NORMALISATIONEUROPISCHES KOMITEE FR NORMUNGManagement 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 ECENWORKSHOP
2、AGREEMENTCWA 15896-1December 2008ICS 03.100.99English versionValue added purchasing management - Part 1: General criteriaThis CEN Workshop Agreement has been drafted and approved by a Workshop of representatives of interested parties, the constitution ofwhich is indicated in the foreword of this Wor
3、kshop Agreement.The formal process followed by the Workshop in the development of this Workshop Agreement has been endorsed by the NationalMembers of CEN but neither the National Members of CEN nor the CEN Management Centre can be held accountable for the technicalcontent of this CEN Workshop Agreem
4、ent 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
5、 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, Switz
6、erland and United Kingdom.CWA 15896-1:2008 (E)2Foreword 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 Workshops kick-off meeting on 30 May 2007 in Brussels. The final review/endorsement roun
7、d 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,
8、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 docu
9、ment are (in alphabetical order): ABCAL, Association Belge des Cadres dAchat et de Logistique, Belgium ADACI, Italian Association of Purchasing and Supply Management, Italy AERCE, Asociacin Espaola de Profesionales de Compras, Contratacin y Aprovisionamientos, Spain BMEnet GmbH, Germany BMO, Austria
10、n 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 Supply1Finmeccanica Group Services, Italy HPI, Hellenic Purchasing Institute, Greec
11、e 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 - P
12、art 2: Accredited structure and process for certification bodies 1The 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 CWA 15896
13、-1:2008 (E) 3IntroductionThis 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. CWA 15896-
14、1:2008 (E)41 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 dif
15、ferentiation 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
16、 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 2
17、1xxx, 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
18、 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, cap
19、ital 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 no
20、t 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 Depa
21、rtment 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. CWA 15896-1:2008 (E) 54 Framew
22、ork 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 stakeh
23、olders, 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 Mana
24、gement. 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 ob
25、jectives 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
26、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 Organ
27、isations 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 Or
28、ganisational 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 Knowledg
29、e 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. CWA 15896-1:2008 (E)65.12 Influenceable Spend There shall be evidence as
30、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 t
31、he 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 Pu
32、rchasing Department strategy is essential if Purchasing is to be integrated into its Organisations 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 pla
33、n 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
34、 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
35、 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 Organisations intellectual property and commercial information and only reveal these if there is a soun
36、d 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 Organisations commercial and technical secrets. 7 Purchasing and Supply Management Team 7.1 Position of In
37、fluence 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
38、be. CWA 15896-1:2008 (E) 77.3 Key Skills and Capability Mapping Purchasing Team members shall be assessed and mapped against the following generic headings: Purchasing competencies (technical). Examples include contract planning, Supplier management, sourcing tools, negotiation, market knowledge. Pu
39、rchasing competencies (general and commercial). Examples include commercial awareness, impact on the Organisation, project management skills. Behavioural competencies. Examples include assertiveness, acceptance of change, leadership, decisiveness. The examples stated are not intended to be all-encom
40、passing. The precise number of competencies will depend on the nature of the Organisation and the needs of the Purchasing Team in carrying out its duties. 7.4 Structure The Purchasing Department structure shall be clearly mapped to the needs of the Organisation. 7.5 Role Responsibilities The roles a
41、nd responsibilities of Purchasing Team members shall be clearly defined. 7.6 Support Resources Purchasing Team resources shall be aligned with the needs of the Organisation. 7.7 Team Development There shall be a Purchasing Department plan that recognises and drives talent management at the three Org
42、anisational levels: Personnel recruitment. During career development. Retaining talented people. 8 Managing the Strategic Purchasing and Supply Management Process Many Organisations have Purchasing functions that have both strategic and operational elements, usually managed by different people and s
43、ometimes with different reporting lines. In recognition of this, this CWA PUMA formally recognises both elements under clauses 8 and 9. Quite often, the activities for the sections are similar. Where there is a difference this is shown. There are different models for the Purchasing and SM-Process li
44、ke SCOR (Supply Chain Operations Reference) Models or any other one, one example is the following in Figure 1. Figure 1 Example of model for the Strategic Purchasing and Supply Management Process Managing Strategic Process There shall be a process that clearly defines the elements of the strategic P
45、urchasing process and maps the strategic Purchasing process. Define Create Success Determine Implement Effective Scope Team Factors Plans Deal Performance Mangement CWA 15896-1:2008 (E)88.1 Define Specific Spend Categories The Purchasing Department shall define specific spend categories. 8.2 Identif
46、y Stakeholders The Purchasing Department shall identify stakeholders. 8.3 Define and Create Team The Purchasing Department shall define and create a cross-functional, multi-disciplinary, project management team, as required. 8.4 Define Objectives and Success Criteria 8.4.1 Use of tools and technique
47、s The Purchasing Department shall use appropriate tools and techniques. All the Organisation has access to the appropriate solving problem tools and techniques. 8.5 Understand the Supply Market There shall be a process that requires a full understanding of the supply market. 8.6 Understand the Suppl
48、iers There shall be a process that requires a clear knowledge of Suppliers. 8.7 Determine Purchasing Strategy The Purchasing Department shall determine a purchasing strategy. 8.8 Implement Purchasing Strategy The Purchasing Department shall implement a purchasing strategy. 8.9 Negotiations With the
49、exception of those Organisations prevented or limited by EU legislative measures, there shall be a process for appropriate negotiations. 8.10 Evaluation and Contract Award There shall be an evaluation process that evaluates potential Supplier responses against clearly defined contract award criteria There shall be an award process. 8.11 Delivery, Receipting and Logistics There shall be a process that requires appropriate delivery of the Products. requires official receipting that the Products have been received
