Kevin Jones
Past President and Advisory Group Member, Ontario University Professional Procurement Management Association
How did procurement come to be a part of your professional life?
Although I started my professional Procurement career later than originally planned, I always knew that one day I would be working in Procurement. My Supply Chain journey started at IBM Canada as an Inventory Planner. I spent two years learning the complexities of IBM’s Inventory Management systems and doing my best to try and infiltrate the IBM Procurement team. My persistence paid off and they finally let me in, where I spent the next eight years in various roles as a Software Buyer, Telecom Buyer, and Facilities Team Lead. Managing these three different commodities in a centralized procurement environment taught me three valuable lessons, client relationship management, supplier relationship management and managing everything in between.
What specific challenges do you have procuring for your organization?
As procurement professionals there is no easy button and we are faced with different challenges everyday. One of the biggest challenges is trying to ensure institutional compliance with procurement policy, public procurement guidelines, federal and provincial government legislation that are constantly evolving.
Other challenges and opportunities depending on how you look at things are Sustainable and Social Procurement. As Procurement professionals we need to assist with identifying how to manage economic and social responsibility versus obtaining best value. When approaching sustainable and social procurement we tend to be concerned that the potential increased costs will outweigh the benefits, however we need to find creative solutions to help change mindsets towards considering this an investment for the future of your institution, community and planet.
What procurement process changes have you made in recent years?
Procurement as a function is playing a much more influential and strategic role within institutions while creating a strong impact on the organizational strategies. This transformation has been brought upon by adverse business environments, operational and supply chain maturity and new sustainable business practices. Recent Procurement changes include implementing a new contract management tool, AODA document compliance, converting all paper-based forms to digital signatures and assisted with the creation of CCDC2 supplemental conditions and Ontario Architect Association - OAA600 supplemental conditions for Architectural tenders.
What are your thoughts on the future of Public Procurement?
Public Procurement will need to remain agile to adapt to change and increasingly needs to prioritize sustainability, social procurement and innovative technology. Procurement plays a vital role in boosting economic regeneration, improving community wealth and supporting people in society. There are real tangible benefits in using local suppliers as they are more agile and responsive to sourcing demands. Social and Sustainable value truly impact people’s lives and I believe is something that we will see the procurement function increasingly focusing on. Above all, what’s become apparent is that procurement is about agility not just cost, and ensuring that procurement is taking part in the critical decisions in a way that is strategic which has not always been the case in the past.
How does OUPPMA support you in your role as a Procurement professional?
Having OUPPMA’s support through the sharing of best practices, regular collaborative business meetings and ongoing learning opportunities has been immeasurable for both personal and professional growth. I am so grateful to have had the opportunity to previously chair OUPPMA and to work and collaborate with such a great group of procurement professionals!!