FY 2013 Operating and Capital Budget - Metro Transit

Procurement, Inventory Management & Supplier Diversity
– Goals and Objectives Action Plan
Goal: To be an effective and efficient publically-supported organization that is viewed as
a transparent and accountable steward of public funds.
Objective: Establish and manage communications plan that improves public perception
of Metro programs and credibility of management
Strategy Action Steps Performance Measurements
Improve transparency of Metro
DBE contracting and
expenditures
• Determine data to be displayed
on the Metro website
• Redesign Metro DBE website
to better communicate program
goals, process,
accomplishments, and data
• Develop a training program to
help Metro staff and
contractors understand “DBE”
requirements
• Completed and implemented
redesign of website with DBE
performance information
• DBE training and certification
assistance available to
interested parties
Goal: Ensure cost-effective and efficient use of resources and aggressively pursue funding
partnerships to supplement existing resources.
Objective: Implement internal process improvements
Improve transparency of Metro • Expand online supplier
procurement and contracting registration and sourcing
actions
beyond inventory purchases to
include expense and project
Improve equipment and parts
availability and supplier
performance
Implement planned maintenance
process in partnership with
maintenance for all Metro
divisions as mirrored with bus
maintenance
sourcing requirements
• Develop and implement
supplier performance
measurement program
• Establish project teams
• Evaluate current maintenance
and material requirement plans
• Develop process improvement
recommendations
• Implement recommendations
Objective: Implement cost reduction strategies
Improve MetroLink warehouse • Identify and categorize parts
and materials management and supplies
processes
• Identify ML critical spares
• Evaluate inventory item
attributes
• Implement recommendations
• All solicitations conducted via
Metro e-sourcing tools where
feasible
• Performance measurement
program in place and
scorecards are created and
reviewed with key suppliers
• Project teams established and
operating
• Process improvement
recommendations and
implementation schedule for
ML rail operations completed
• Process improvement
recommendations and
implementation schedule for
MOW completed
• Parts identification completed
for all operating systems (Mar
2011)
• Process recommendations and
implementation schedule
completed (Jun 2011)
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