Transformation Program project related to category management at Samruk-Energy consists of 20 strategies. Each category involves an individual approach to procurement of protective clothing, spare parts, rolled metal products, OTR and other. According to the developed categories, the economy is estimated up to 10-15% of the budgets.
The status of the project and introduction of the new toolkit were discussed at the info session hosted by Samruk-Energy, attended by employees, subsidiaries and affiliates (SA), Central Transformation Team of Samruk-Kazyna Fund.
What is categorical management? This is the way when representatives of various structural units gather in one group as buyers and make a comprehensive solution. Samruk-Kazyna provides additional opportunities that allow using a number of functions in purchases that are not provided for in the current procurement rules. This means to make this process more flexible in order to deal with tasks using category management.
Currently, the company has developed and implements 6 strategies. Zhanat Utegenova, the project manager, the director of the Price Monitoring and Category Management Department, said that 14 more strategies were planned to be developed by the end of 2021. A number of levers are envisaged for obtaining budget savings, among which seasonality, that is, conducting purchases during the season of price reduction, unification of goods for the possibility of consolidating bids, unifying the fractured bids into an integrated purchase, and others.
For example, in respect of category "off-the-road tires", the choice of the supplier will be at the lowest cost per unit of mileage. In other words, there will be no more winners in procurement only based on the lowest price. Because cheap does not mean high quality. The estimated mileage is one of the decisive factors that will influence the final decision.
"We have an effective tool of the company’s procurement activity. With the right approach, the Holding company will receive savings of more than three billion tenge. However, we must not only predict. Our task now is to identify the drivers for achieving the effectiveness of the project, take corrective actions and take into account all the risks that will contribute to reducing commercial profit, "said Yerbol Sarmanbetov, Managing Director for Procurement of “Samruk-Energy” JSC.
Andrey Mokrousov, senior manager for supply chain management of Central Transformation Team at “Samruk-Kazyna” urged the project members, especially those involved in production, and who will continue working with the product received in the future, to engage actively in the project. It is necessary to initiate questions and include them in category management.
For reference: The Head office and its 7 subsidiaries: “Shardarinsk HPP” JSC, “Samruk-Green Energy” LLP, “First Wind Power Plant” LLP, “Moynak Hydropower Plant” JSC, “Ekibastuz SDPP-2 Plant” JSC , "Ekibastuz SDPP-1 named after. Bulat Nurzhanov" LLP,"Bogatyr Komir "LLP are involved in the project.