PPP Management

Here is our guide on GDPR for small businesses; we hope you find it useful.  If you have any questions, or would like a pdf version of the shots below please don't hesitate to get in touch with Sam Alford at sam.alford@pppmanagement.co.uk:

Another great edition of Building Regulations in Brief by PPP Management's Sam Alford, in conjunction with Raymond Tricker.  Another best seller in the range. Building Regulations in Brief - Amazon To accompany the in-brief version is a more compact and on site friendly pocket book. Building Regulations Pocket Book - Amazon Another two best sellers in the range. #BRIB #Buildingregulations

The four step stage detailed above is a methodical way to create a Procurement function or undertake a review of the efficacy of the supply chain.

I wrote this article in early 2017 earlier in the year and it was published in February's (2017) edition of In-tend's In-procurement magazine.  Little has changed in the last 12 months; albeit the need for Procurement to generate more value for the business has gained greater prominence. Many people, and indeed many colleagues, believe that procurement is just a matter of buying things, and as people buy items every day everyone is therefore a procurement expert; if only that was the case. Aligning the different, and often disparate, views of stakeholders is not easy; neither is resolving the many pre-determined concepts – value, brand, immediacy, future proofing. So delivering a successful outcome for all concerned is no easy task. Over the Christmas and New Year period I was fortunate enough to have some time off work and during this period watched, with the family, some of the Harry Potter films. For those familiar films you will recall that there is a magical h

If you see the supplier as the enemy - then agile is not for you, stop reading now. If you see the contract as a tool with which to beat the supplier - then agile is not for you, stop reading now. If you are focussed on savings and achieving the lowest possible price - then agile is not for you, stop reading now. However, if you see the buyer/supplier relationship as a collaboration (within bounds) – then agile could work for you. If the contract is a means to measure business benefit then agile could well work for you; and, if delivering true value to the business is a key agenda then maybe the rest of this article could work for you. From a Procurement perspective there are three factors that must be addressed before progressing with an agile agenda: Stakeholders, Capability and Suppliers. All three of these factors are integral to moving to an agile methodology; exclusion of any of these will make the move to agile very difficult, if not impossible. Stakeholders – A new way

Agile Procurement means many different things to many people and following the old adage “You can please some of the people some of the time….” Almost certainly means that there will be difference of opinions. Perhaps some definitions of agile /Agile would be a good place to start; oh dear, there’s already disagreement over the capitalisation of the first letter. The Oxford Dictionaries   defines agile as “ Able to move quickly and easily ” and “ Relating to or denoting a method of project management, used especially for software development, that is characterized by the division of tasks into short phases of work and frequent reassessment and adaptation of plans .” Agile as a business term follows on from the concept of lean engineering and can trace a lineage back to lean manufacturing and the Toyota Production System in the late 1940s. Based on a system underpinned by process, tools and training it allows organisations to respond quickly to customer needs and market chang