The Covid pandemic has underscored issues with U.S. reliance on supply chains abroad in many areas, including semiconductor manufacturing. In February, President Biden signed Executive Order 14017 to address supply chain vulnerabilities and a semiconductor shortage impacting a variety of industries like cellular devices, information technology, and automobiles.
Just like you used to lock the file cabinets and the office door, procurement officials need to take responsibility for safeguarding their own digital systems as well as vetting the products and services being contracted from suppliers for state agencies.
NASPOValuePoint is shaking up the cooperative world by introducing their new Emerging Market Initiative. What does this mean for the cooperative contracting process? We interviewed Bart Lemmon, Director of Supplier Development and Global Initiatives at NASPO ValuePoint.
For 2020, we are expanding our Day in the Life series, interviewing different NASPO/NASPO ValuePoint teams. This series will give you an inside look at the work of a NASPO/NASPO ValuePoint team. This week we caught up with some of the staff of NASPO ValuePoint including: Chief Operations Officer (COO), Sarah Hilderbrand; Cooperative Contract Lead Coordinator (CCLC), Ted Fosket; Cooperative Contract Coordinator (CCC) , Jeff Holden; Cooperative Contract Coordinator III (CCC III), Voight Shealy; and Director of Administrative Services, Lee Ann Pope
NASPO ValuePoint is the cooperative contracting division of NASPO and facilitates administration of the NASPO cooperative group contracting of state Chief Procurement Officials (CPOs) for the benefit of state departments, institutions, agencies, and political subdivisions; as well as other eligible entities including cities, counties, special districts community colleges, universities and some quasi-governmental and nonprofit organizations.
Keep reading to get to learn more about NASPO ValuePoint and what a day on their team looks like!
The World Health Organization has declared a global state of emergency due to the outbreak of the Coronavirus (COVID-19). The ramifications of the travel bans relating to the outbreak and slowed manufacturing due to shortages of labor and raw materials means vendors in your supply chain may be affected.
To learn more on what to expect and recommendations on managing risk in the supply chain, keep reading.
Everything you buy has a story. That story has a profound impact on our planet and community. Imagine, if you will for a moment, the butterfly effect. A pop-culture reference suggesting that a butterfly can flap its wings in Rio de Janeiro, causing a tornado in Kansas. Now apply this effect to a plastic water bottle. The bottle, seemingly harmless, acts as a vehicle for your water. Once its purpose is served, you throw the bottle in the garbage (or recycling bin) without much of a thought. But did you know before you even bought that bottle of cold, refreshing H20, it affected your surroundings? “The production of plastic water bottles requires up to 17 million barrels of oil each year. This amount of oil has the ability to maintain up to one million cars fueled for an entire year.” [i] Now, I’m not here to prevent you from buying bottled water or tell you to stop throwing away plastic bottles (although you should recycle them). I want to emphasize the importance that everything you buy has an incredible impact on our environment. More so, the purchasing power that states possess has a great impact on not only the environment, but economy and community as well.