Business Reviews

海角社区 Procurement recommends suppliers contracted with 海角社区 to present an annual business review (ABR) to 海角社区 Procurement and/or 海角社区 stakeholder group(s). Depending on the supplier鈥檚 commodity they are contracted to provide, additional business reviews on a semi-annual or quarterly basis may be necessary. The supplier鈥檚 assigned sales representative(s) and leadership team shall present the report to the appropriate 海角社区 stakeholder(s).

海角社区 Procurement鈥檚 business review structure is to conduct an overall annual business review (ABR) for contracts bid/negotiated by 海角社区 Procurement at a system-wide level. For these reviews the supplier should present information at a system-wide level. If the supplier is meeting with a subgroup of 海角社区 stakeholders, they can then scale down the business review information to the specific stakeholder group(s) for which they are meeting (i.e. 海角社区-Eunice, 海角社区 A&M 鈥� Athletics, 海角社区 A&M 鈥� Residential Life, 海角社区-Shreveport, etc.).

In the case of a supplier with a contract that is used and managed by one (1) or several 海角社区 departments, 海角社区 Procurement would not set up those annual business reviews. The discretion to schedule and conduct an annual, semi-annual, or quarterly business review (ABR, SABR, or QBR) would default to the 海角社区 department managing/using the contract. 海角社区 Procurement can be invited to attend those business reviews when applicable to address contracting issues or concerns, but 海角社区 Procurement would not hold business reviews independently of the contract managing department.

The ABRs, SABRs, & QBRs should include sales data, service metrics, and other key performance indicators as determined by 海角社区 and the supplier. Business review reporting will be based on the University鈥檚 fiscal year (July 1st 鈥� June 30th) or based on the contract start & end dates (contract term). Annual business reviews should be held in the 1st fiscal quarter of the new fiscal year, presenting data for the previous fiscal year.

Business reviews are used to review the 海角社区 account from a historical usage/ data perspective of what has been purchased/ occurred on the account over the timeframe identified for the review. The business review should not serve as a sales pitch for new products and services. While new products/services can be presented within the 鈥淧rojects, Opportunities, Barriers, and Feedback/Next Steps鈥� section, it should not account for more than 5% of the presentation.

Business review timeframe:

Annual Business Review (ABR): July 1, 20XX 鈥� June 30, 20XX
Semi-Annual Business Review (SABR): July 1, 20XX 鈥� December 31, 20XX
Quarterly Business Review (QBR): July 1, 20XX 鈥� Current Fiscal Quarter
- FY Q1 = September 30th, FY Q2 = December 31st, FY Q3 = March 31st
By request to address contract performance issues/deficiencies

Metrics presented in business reviews may include, but are not limited to:

Account Overview (Overall Spend and Transactions)
- Amount of total spend
- Total number of orders placed
- Total number of lines ordered
- Average number of lines/unique items per order
- Average order spend amount
- Overview of spend by order method
  - Punchout (B2B) catalog orders, traditional orders (海角社区 paper purchase order), orders placed via credit card (supplier public website or phone), etc.
Year-over-Year (Y.O.Y.) and Quarter-over-Quarter (Q.O.Q.) Sales Activity Comparisons
- Spend by commodity groupings
- Spend by manufacturers (MFG)
- Spend by 海角社区 campuses
  - 海角社区 A&M 鈥� Baton Rouge, 海角社区 Agricultural Center & Research Stations, 海角社区鈥� Alexandria, 海角社区鈥� Eunice,
    海角社区鈥� Shreveport, and Pennington Biomedical Research Center.
Breakdown of Spend by Order Method
- e-Commerce order details
  - Total number of e-Commerce orders
  - Total spend of e-Commerce orders
  - Punchout catalog (B2B) and website order details
    - Number of orders placed and amount of spend via each method
- Traditional order details
  - Total number of traditional orders
  - Total spend of traditional orders
  - Breakdown of e-mail, fax, telephone, formal quotation, orders placed with sales rep
    - Number of orders placed and amount of spend via each method
- Credit card spend details
  - Number of orders and total spend via credit card
Year-over-Year (Y.O.Y.) and Quarter-over-Quarter (Q.O.Q.) Supplier Performance & Service Metrics
- Time to ship orders
  - Breakdown by number of orders/lines shipped within 1, 2, 3, and 4+ business days
    - If commodity is custom orders and/or made to order, identify industry standard ship time metrics to benchmark against.
- Order Fulfillment
  - Average number of days to ship complete order
  - Percent of orders fulfilled in one shipment
  - Percent of orders fulfilled from warehouse stock
  - Percent of orders fulfilled from drop shipped/virtual warehouse/3rd parties
- Cycle time
  - Average time from when the order is placed to the end user receiving the product
- Deadline accuracy
  - Percentage of orders fulfilled within contracted delivery window
  - Percentage of orders fulfilled late (i.e. after deadline passes)
- Returns
  - Total number of orders with returns
  - Total items returned
  - Value of returns
  - Breakdown of return reasons with quantity & value
    - Items returned due to shipping damage
    - Items returned due to customer preference
  - Number of orders with errors
- Warranty
  - Number and value of warranty claims/ repairs
Cost Savings & Value-added Benefits
- Contract savings
  - Savings from retail price (total discounted amount)
  - Additional savings from contract pricing (total discounted amount for bulk/large transactions)
  - Savings from reduced or waived shipping/freight and other fees
    - Value of 鈥渇ree鈥� shipping/freight
    - Value of 鈥渨aived鈥� expedited delivery charges
    - Value of other waived fees (i.e. return fee, small order fee, etc.) (if applicable)
- Contract incentives
  - Total value of annual volume rebate (if applicable)
  - Total value of annual bulk order over $XXXX rebate (if applicable)
  - Total value of early payment discounts/prompt payment terms (if applicable)
- Quantifiable value-added benefits
  - Number of manufacturer/product expos hosted and dollar value to hold
  - Number of product/safety trainings hosted and dollar value to hold
  - Value of free/sample products given for department use
  - Value of supplier-managed inventory costs
Product Availability
- Item availability
  - Number of unique items (or services) available vs. number purchased
  - Number of unique items (or services) purchased once vs. multiple times- repeat purchases
- Manufacturer availability
  - Number of manufacturers offered vs purchased (if applicable)
Projects, Opportunities, Barriers, and Feedback/Next Steps
- Supplier-provided
  - Provide a list of 鈥減rojects鈥� supplier is involved in to create opportunities or value-added benefits to 海角社区 campus(es) and end users.
  - Provide a list of supplier-identified 鈥渉igh鈥� level opportunities for expanded service offerings (include title & description, value, estimated purchase date/quarter of year, point of contact/department name).
  - Provide a list of barriers/concerns related to fulfilling the contract in accordance with the terms and conditions and/or concerns related to lack of opportunity with a department/campus.
  - Highlight/showcase supplier鈥檚 capabilities including new products and/or services available (if applicable).
- 海角社区-provided
  - Provide documented examples of suppliers鈥� unresolved/reoccurring issues impacting 海角社区 department operations (if applicable).
  - Provide documented examples of suppliers鈥� success meeting and/or exceeding contract expectations (if applicable).
    - Highlight areas where supplier streamlined additional department operations beyond the initial purpose/use case. This will help supplier promote applications with other 海角社区 departments.
- Supplier & 海角社区-provided
  - Next steps and action items to address concerns, projects, and opportunities identified during the business review, and/or any other areas of reporting/discovery of information identified within the data presented.

Rev. 3/10/2025

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