1. Purchasing Directors’ Meeting July 10, 2003 3:30 P.M. State Purchasing

2. 2 Purchasing Directors’ Meeting July 8, 2003 Agenda Welcome / Meeting Overview Excellence in Contracting Audit Report DMS/State Purchasing Mission MyFloridaMarketPlace Overview State Purchasing Reorganization Strategic Sourcing Operational Issues Open Floor / New Issues Next Meeting Location / Time

3. 3 Welcome / Overview of Today’s Session Excellence in Contracting Audit Report DMS/State Purchasing Mission MyFloridaMarketPlace Overview State Purchasing Reorganization Strategic Sourcing Operational Issues Open Floor / New Issues Next Meeting Location / Time Purchasing Directors’ Meeting July 8, 2003 Agenda

4. 4 Propose legislative and administrative changes to address inadequacies and inconsistencies. DMS should accept and implement the leadership role required by Florida Statute –develop formal procedures for needs assessments, standard formats for contracts –foster user groups to share best practices and common problems. Undertake a statewide training initiative, and include incentives to encourage professionalism and certification. Create a uniform vendor rating system to include links to websites, closeout evaluations, and a method for other agencies to access performance evaluations. Propose legislation to enact a law similar to the federal Truth in Negotiating Act. This will help level the playing field between state negotiators and private contractors. Purchasing Directors’ Meeting Excellence In Contracting Audit Report

5. 5 Purchasing Directors’ Meeting July 8, 2003 Agenda Welcome / Meeting Overview Excellence in Contracting Audit Report DMS/State Purchasing Mission MyFloridaMarketPlace Overview State Purchasing Reorganization Strategic Sourcing Operational Issues Open Floor / New Issues Next Meeting Location / Time

6. 6 DMS/State Purchasing Mission DMS Mission To become a customer focused agency providing effective and efficient services in order to better enable state agencies and employees to deliver the Governor’s priorities to the people of Florida. State Purchasing Mission To gladly deliver useful and innovative purchasing services in order to become a customer focused agency providing effective and efficient customer services.

7. 7 State Purchasing Mission Goals (Measures) Purchasing statutes and rules improved before May 2004 Recruit at least four employees highly esteemed by their peers before October 2003, and reduce annual turnover by 50% Increase customer satisfaction by at least 15% before January 2004 Successful delivery of innovative purchasing solution that reduces costs and saves time – MyFloridaMarketPlace adopted by all initial users before July 2004

8. 8 State Purchasing Mission Tasks Amend purchasing statutes Amend purchasing rules Improve contract management Reorganize division Deliver state term contracts that provide the right commodities and services at lower cost Consolidate purchasing into MFMP Training for division DMS customer satisfaction survey Support Facilities’ ITNs

9. 9 Purchasing Directors’ Meeting July 8, 2003 Agenda Welcome / Meeting Overview Excellence in Contracting Audit Report DMS/State Purchasing Mission MyFloridaMarketPlace Overview State Purchasing Reorganization Strategic Sourcing Operational Issues Open Floor / New Issues Next Meeting Location / Time

10. 10 The Really Big Context What Has DMS Been Doing? I appoint you over nations and kingdoms to uproot and tear down, to destroy and overthrow, to build and to plant. There is a time for everything … a time to tear down and a time to build.

11. 11 Context of MyFloridaMarketPlace Modernization of State Management Stand-alone legacy management information systems LAS/PBS (Budgeting) FLAIR (Accounting) COPES (Personnel and Payroll) SPURS (Purchasing) CMS (Cash Management)

12. 12 Context of MyFloridaMarketPlace Pre-Modernization Challenges Lack of standards among subsystems Lack of complete and efficient integration Duplication of data input and maintenance Insufficient management information to support decision making Incomplete reporting capabilities Lack of single chart of accounts Complex external interfaces High maintenance and modification costs Inconsistent data

13. 13 Context of MyFloridaMarketPlace Overview of Re-Engineering Initiatives Human Resources –People First— Modernizing with the personnel system, leave and attendance and benefits management Purchasing –MyFloridaMarketPlace — Integrating purchasing activities for all State buyers and for vendors doing business with the State Financial Management –FLAIR Replacement — Will replace the legacy accounting and financial system with an integrated enterprise resource planning system Florida has embarked on three major Enterprise Resource Planning efforts

14. 14 Context of MyFloridaMarketPlace Current Purchasing Systems Vendor Bid System (Bidding) SPURS (Purchasing) FLAIR SPURS View (Reporting) Manual Process for Matching Web-based Registration Manual Process for Invoicing Agency contract system Agency contract system Agency contract system Agency contract system Agency contract system

15. 15 Overview of MyFloridaMarketPlace System Goals FLAIR / FLAIR Replacement Registration Purchasing Bidding Contracts Invoicing Matching Reporting

16. 16 Overview of MyFloridaMarketPlace Goals and Objectives Goals and Objectives:  Implement a single, statewide eProcurement solution enabling electronic buying and selling  Aggregate all Government spending into an efficient buying channel  Leverage new technology and capitalize on best practices  Enable and facilitate the One Florida Program  Generate savings through Strategic Sourcing and process efficiencies Goals and Objectives:  Implement a single, statewide eProcurement solution enabling electronic buying and selling  Aggregate all Government spending into an efficient buying channel  Leverage new technology and capitalize on best practices  Enable and facilitate the One Florida Program  Generate savings through Strategic Sourcing and process efficiencies MyFloridaMarketPlace… Connecting Buyers and Vendors… Expanding Opportunities…

17. 17 Supporting the Governor’s Priorities Overview of MyFloridaMarketPlace Supporting the Governor’s Priorities  More effective and efficient government that harnesses the use of technology  Running government like a business when it makes sense to do so Enterprise-wide initiative Private sector best practice  Diversifying Florida’s economy / One Florida  Performance-based measurement and accountability  Public / private partnerships

18. 18 The project will be completed over four phases: Mobilization, Development, Deployment and Operations, all of which include specific milestones. 6 Contract200220062007 Phase/ActivityMonthOct*-DecJan-MarApr-JunJul-SepOct-DecJan-MarApr-JunJul-SepOct-DecJan-MarApr-JunJul-SepOct-DecJan-DecJan-Oct Mobilization Phase 1 -Program Establishment -Staffing Development Phase 4-10 -Conference Room Pilot -Confirm Requirements -Launch Vendor Reg. Portal Deployment Phase 6-22 -Transition from SPURS22 200520032004 Operations Phase 2361 - -Pilot Implementation (DMS&DOT)10 -Bring on Additional Users22 - Online Contract / Catalog Loading 8 Initial Users Live-18 Project Timeline Overview of MyFloridaMarketPlace Project Timeline

19. 19 Key Dates in Near Past and Future Overview of MyFloridaMarketPlace Key Dates in Near Past and Future  March 31, 2003: Vendors began registering in the system via the Vendor Registration module  April 28, 2003: Pilot Agencies (DOT, DMS, STO) began loading contracts  June 2, 2003: Pilot Agencies (DOT, DMS, STO) began entering Blanket Purchase Orders  July 1, 2003: New rules effective (60A-1.030, -1.031, -1.032)  July 1, 2003: Go Live with Transaction Processing for Pilot Agencies (DOT, DMS, STO)  September 1, 2003: Begin rollout to remaining agencies

20. 20 As of 7/8/2003… 13,304 vendors are registered DOT, DMS, and STO have created 295 requisitions 13 POs have been transmitted to vendors DMS has issued ITN (7/9/03) Update on Go-Live Overview of MyFloridaMarketPlace Update on Go-Live

21. 21 Overview of MyFloridaMarketPlace System Functions Vendor ToolsBuyer Tools MyFloridaMarketPlace Users Initial Users - Pilots Initial Users - Exec Agencies Eligible Users - Other State Agency State Term Contract Vendors Minority Businesses Agency/ Dept. Contract Vendors Eligible Users – Univ, City, County General Public Small Businesses Vendor search State term contract items Requisitions/Purchase orders Online workflow approvals Informal solicitation (quotes < $25,000) Sealed bids (ITN, ITB, RFx > $25,000, auctions, reverse auctions) Receipt of Goods P-Card Contract development and administration Reports Self registration E-mail notification of formal and informal solicitations Online quoting on informal solicitations (< $25,000) Online submission of sealed bids (> $25,000) Electronic purchase order receipt Electronic submission of invoices Catalog creation and updates for State term contracts Reports Business Support and Operations Buyer Help Desk Vendor Help Desk Strategic Sourcing Procurement Assistance Catalog Enablement Training and Education “I want to buy” “I want to sell” BuyersVendors

22. 22 Vendor Registration – Allows vendors to register and maintain their vendor information in the system. The vendor may also register for CMBE certification within the Vendor Registration System Requisitioning – Online creation of requisition from an online catalog or contract. Supports submitting electronic quotes to vendors and allowing vendors to respond to the quote online. Bidding – Online submission of solicitations to vendors. Vendors will respond to their bids online and the agency may evaluate the responses online as well. Contract tracking – Online tracking of contracts including available balance, contract term, contract pricing, etc. Invoice reconciliation – Online matching of invoice, purchase order, receipt, and/or contract. The discrepancies will be identified and routed to the agency for review Reporting – Customized reporting capabilities providing the agencies with spend visibility, contract compliance, etc. Overview of MyFloridaMarketPlace System Functions

23. 23 Overview of MyFloridaMarketPlace System Benefits “E-procurement can deliver more than just lower prices. Indeed, the net impact of its other characteristic deliverables – better productivity, faster processing, greater visibility, the elimination of maverick, or unplanned, ad hoc buying – can have a much higher ROI than what can be achieved by shaving a few pennies off price.” “Better productivity in the buying department [allows] buyers to do what they ought to do – buy better, not shuffle paper. …[Purchasing agents’] jobs used to be transaction-based. Now they are performing a higher value role.” CIO Magazine, 6/15/03

24. 24 Purchasing Directors’ Meeting July 8, 2003 Agenda Welcome / Meeting Overview Excellence in Contracting Audit Report DMS/State Purchasing Mission MyFloridaMarketPlace Overview State Purchasing Reorganization Strategic Sourcing Operational Issues Open Floor / New Issues Next Meeting Location / Time

25. 25 State Purchasing Reorganization Work Completed Through Feb. 2003 – – Key Findings – Validated As-Is structure and headcount Reviewed As-Is job titles and pay grades Reviewed As-Is job descriptions Confirmed State vs. Outsourcing To-Be roles & responsibilities Determined evaluation criteria & weights* Completed spend and STC analysis and factored to organization structure Based on spend & vendors, benchmarked for appropriate organization sizing Conducted 23 Agency interviews Developed, profiled, and scored multiple To-Be organization structure options* Discussed and refined leading option* Developed To-Be job descriptions Prepared implementation plan Organization lacks vision, strategy, leadership and direction; is reactive Over the last 2-4 years have gotten way off the best practices path and instilled practices that detract value (e.g., STCs without best pricing; 1-year only contracts) On average, personnel are not capable past tactical activities; are unresponsive Significantly overstaffed vs. benchmarks * Work completed via Workshops with State & DMS Departmental Purchasing involvement.

26. 26 State Purchasing Reorganization N = CRP + 23 Interviews – Subset of Interview Questions –– Other Themes of Opportunities – What services does State Purchasing provide to you? How well do they provide these services (i.e., what is and isn’t working)? What other services would you like to see State Purchasing provide? Involvement / input from Agencies Interaction with Agencies Communication with Agencies Assistance / support Services rec’d are less value than 1% fees Unavailable Unresponsive Inconsistent (answers, guidelines, procedures, processes, interpretations) VBS cumbersome and inefficient Slow on single-source exception reviews Legal unresponsive and “liberal” Purchasing expertise Training Leadership DMS obtained input from the CRP and multiple agency interviews. A number of opportunity themes for State Purchasing emerged. – STC Themes of Opportunities – Inconsistent competitive value Unresponsive to new STC opportunities Slow renewals Overuse of contract extensions New RFQ requirement on STCs makes them redundant (provides bid list only) Inconsistent and poorly written contracts

27. 27 State Purchasing Reorganization The workshop process led to evaluation criteria and weights, which State Purchasing used to develop and evaluate the organization design alternatives. IDCriteriaWeight AAggregated purchasing power & consolidated supply base21 BResponsive to OneFlorida & furthering CMBE *16 CDrives use of State Term Contracts13 DCloses the communication gap13 EExploits procurement technology12 FBuilds relationships with agencies, eligible users & vendors9 GFocus on speed to value / efficiency8 HClear policy, procedures and rules ownership8 Total100% N = 9* CMBE – Certified Minority Business Enterprise

28. 28 State Purchasing Reorganization INTERIM To-Be Organization Structure

29. 29 Purchasing Directors’ Meeting July 8, 2003 Agenda Welcome / Meeting Overview Excellence in Contracting Audit Report DMS/State Purchasing Mission MyFloridaMarketPlace Overview State Purchasing Reorganization Strategic Sourcing Operational Issues Open Floor / New Issues Next Meeting Location / Time

30. 30 Strategic Sourcing Objectives Leverage State- Wide Volume Obtain Best Prices & Value Obtain State- Wide Savings Increase Demand / Volume on STCs Identify New STC Opportunities Reduce State- Wide Supply Base Manage Compliance Strategic sourcing is a proactive process to leverage demand and select vendors that offer the best value.

31. 31 Strategic Sourcing Benefits – Agency –– State –– Vendors – Leveraged savings Reduced supply base STC compliance management Increased spend visibility Data capture for future leveraging Reduced transactional workload Increased vendor compliance with transaction fee collection Best price STCs to leverage No additional purchasing effort required – vendors, contracts, pricing, and service levels “ready to go” on most contracts Users “release” – reduced transactional workload Increased time to spend on Agency- unique needs Increased volume Reduced rework (e.g., no more STC events followed by Agency events for same goods / services) Lowered cost of doing business with the State Increased visibility into demand over time Longer-term contracts More ROI in State business

32. 32 Strategic Sourcing Methodology Source: Accenture Best Practices Fast Track to Value Validate & Profile Category Conduct Industry Analysis Build Total Cost of Ownership Model Develop Category Strategy Conduct Supplier Analysis Build Supplier Selection Decision Matrix Conduct Auctions Complete Prepare Fact- Based Negotiation “Packages” Negotiate Value Propositions Category Profile Industry Profile TCO Model Category Strategy Value Propositions Benefits Realization Develop Measure Results & Trends High-Level Data Collection & Analysis Fast Track to Value Segment Purchases Validate & Profile Category Conduct Industry Analysis Build Total Cost of Ownership Model Develop Category Strategy Conduct Supplier Analysis Build Supplier Selection Decision Matrix Conduct Auctions Complete Prepare Fact- Based Negotiation “Packages” Negotiate Value Propositions Auctions Form Cross- Functional Sourcing Teams Develop Measure Results & Trends High- Data Collection & Analysis Fast Track to Value Segment Purchases Validate & Profile Category Conduct Industry Analysis Build Total Cost of Ownership Model Develop Category Strategy Conduct Vendor Analysis Build Vendor Selection Decision Matrix Conduct Auctions Complete ITB/ITN/ RFQ/RFP Develop Value Proposition Around Options Make Award Decision In-Scope Categories CFSTs (Cross-Functional Sourcing Teams) Selection Decision Matrix ITB/ITN/RFQ/RFP Continual Vendor Improvement Profile Internally & Externally Develop Strategy Screen Suppliers & Selection Factors Conduct Auctions & Shape & Negotiate Value Propositions Implement Agreements Assess Opportunities Profile Internally & Externally Develop Strategy Screen Suppliers & Selection Factors Conduct Auctions & Shape & Negotiate Value Propositions Kick-Off & Profile Internally & Externally Develop Strategy Develop Selection Factors & Screen Vendors Conduct Competitive Event Prepare Value Proposition & Award Implement Agreements Kick-Off & Assess Opportunities - Form Cross- Functional Sourcing Teams Develop Vendors Measure Results & Trends Tools Ariba Contracts Ariba Analysis Ariba Sourcing Ariba Contracts Ariba Analysis Award Decision (ITA) Ariba Analysis Typical Deliverables Key Worksteps - and / or -

33. 33 Spend Analysis Overview FLAIR Spend was Analyzed & “Sourceable” Spend Identified & Categorized Spend was Segmented by Benefit Potential & Ease of Implementation Categories were Mapped to 9 Waves of 3 Categories Each Sourcing Business Model was Developed from Savings Goals – Office Supplies – MRO Supplies – Printing – Straw Modeled – Built Into Model – Being Finalized – Wave 1 – – Waves 2+ – 23 Agency Interviews Conducted Waves Reflect Agency Input & DMS Feedback

34. 34 Top Agency Users 3 rd Tier Agency Users 2 nd Tier Agency Users Category Team Core Members Data & SMEs to Category Team Benefit From STC Agency Participation on Category Teams

35. 35 Strategic Sourcing Wave 1 Office Supplies DMS Lead – Tom Butler Sourcing Event – Auction Target STC Date – Oct. 2003 MRO Supplies DMS Lead – David Comer Sourcing Event – ITB Target STC Date – Oct. 2003 Printing DMS Lead – Charles Day Sourcing Event – RFP Target STC Date – Nov. 2003

36. 36 Purchasing Directors’ Meeting July 8, 2003 Agenda Welcome / Meeting Overview Excellence in Contracting Audit Report DMS/State Purchasing Mission MyFloridaMarketPlace Overview State Purchasing Reorganization Strategic Sourcing Operational Issues Open Floor / New Issues Next Meeting Location / Time

37. 37 Purchasing Directors’ Meeting Operational Issues IT Consulting Contracts Single Source Applications Commodity Codes Microsoft Settlement

38. 38 Operational Issues IT Consulting Contracts Operational Issues IT Consulting Contracts Potential Y2K crisis led to change in consulting procurement practices, away from time-consuming formal competitive bid process and toward prompt, non-exclusive, pre-qualification process Led to audits, both in-house and by others, criticizing number of contracts (70), lack of competition, inadequate terms, and confusion of use. See Audit of State Term Procedures for Acquiring IT Consultant Services (DMS IG Report No. 2000-118); Selected State Agencies’ IT Consultant Procurement Practices (AG Report No. 02-050 Oct. 2001); IT Consultant Services Contract Audit (EOG IG Report Sep. 2001) DMS Purchasing memoranda provided interim guidance. See Multiple Award State Term Contracts, Memo. No. 5 (00/01) (Oct. 5, 2000); State Term Contracts for Information Technology Consulting Services, Memo. No. 1 (00/01) (rev. Sep. 5, 2000). Interim statutory fix validated request for quotes (RFQ) process in May 2001

39. 39 Operational Issues IT Consulting Contracts In October 2001, DMS and STO began review of best IT procurement practices. First (prototype) new solicitation was IT Hardware contract in June 2002. Detailed review done of federal experience procuring IT services (federal spend went from $8 billion in 1997 to $17 billion in 2001). DMS worked with STO and DCF resources (purchasing and technology) to develop new formal competitive solicitation documents (RFP). Expect to release before September 1, 2003. Effective July 1, 2003, State Purchasing has ceased the old method of awarding IT Consulting contracts. For those in queue, applicant must have done everything necessary by June 30, otherwise its application will be denied and its recourse will be to bid new contract (or contract directly with user agency). New contract will follow federal schedule model – unassailably, a best practice. Number of contractors will decrease significantly.

40. 40 Operational Issues IT Consulting Contracts Transition period will require adjustment Some contracts are expiring between now and September 1 and will not be renewed –Unisys Corporation7/17/03 –Motorola7/22/03 –Gulf Computers, Inc.7/23/04 –United Consulting Systems, Inc.8/04/03 –Advanced Data Solutions, Inc.8/14/03 –Bearing Point, Inc.8/18/03 –Anteon International Corp.8/26/03 –I.S. Consulting8/27/03 –Xerox Corp8/27/03 –Digital Fusion 8/27/03

41. 41 Purchasing Directors’ Meeting Operational Issues IT Consulting Contracts Single Source Applications Commodity Codes Microsoft Settlement

42. 42 Operational Issues Single Source Processing - Problems Single source purchases over Category Four ($150,000) require review and approval by DMS following agency posting of the single source description on the Vendor Bid System (VBS) (see sections 120.57(3) and 287.057(5)(c), FS) Agency Feedback –The process is slow –Uncertain as to content to post on VBS, both in the single source description posting and the single source notice of intended decision following DMS approval –Uncertain as to the content of the Exceptional Purchase Request submitted to State Purchasing

43. 43 Operational Issues Single Source Processing - Solutions State Purchasing proposes the following for comment: To speed up the process, we will accept single source requests via email at singlesource@dms.state.fl.us. Attach signed and scanned Exceptional Purchase Request forms and supporting documents. We will return approvals by email if you provide an email address.singlesource@dms.state.fl.us To reduce uncertainty as to content, we are furnishing suggested formats for the Exceptional Purchase Request for a single source purchase, and for the Vendor Bid System before-and-after postings. When posting please use an “SS” prefix to distinguish from competitive solicitations. We are investigating the cost of a posted list separate from competitive solicitations, and will keep you informed on that possibility. You may use these suggested formats now. Please also feel free to suggest changes, and email them to singlesource@dms.state.fl.us. If changes are incorporated, revised formats with the changes will be distributed to the agency purchasing directors. singlesource@dms.state.fl.us

44. 44 Operational Issues Single Source Processing - Solutions Suggested Content for form PUR 7006 (Exceptional Purchase Request) The following documents are attached to this request for DMS approval of a single source purchase: (1) A copy of the advertisement in the Vendor Bid System, including posting start and end date. (2) A copy of the Single Source Description (including complete justification) posted in the attached or equivalent format on the Vendor Bid System with the advertisement, including start and end dates in accordance with s. 287.057(5)(c), FS. Responses received from other vendors during advertisement of the single source description: __ No __ Yes. If yes, attach copies of vendor responses, and any written reply by the agency, with written explanation of the agency’s decision to continue with a single source acquisition. Registration with Department of State (sunbiz.org) ___ Copy of Dept of State registration attached. ___ Copy of Dept of State registration not attached. Agency understands DMS will verify registration if copy is not attached, and reject single source purchase if vendor has not complied with statutory requirement for corporate registration (ref. Ch. 607 FS). Registration in MyFloridaMarketPlace: ___ Yes ___ No If “No” cite administrative rule authority for failure to register:

45. 45 Purchasing Directors’ Meeting Operational Issues IT Consulting Contracts Single Source Applications Commodity Codes Microsoft Settlement

46. 46 Operational Issues Commodity Codes - Uses Commodity Codes are used … … to code purchases and solicitations for vendor selection and miscellaneous search and reporting purposes. … in vendor registration to facilitate buyer searches for vendors of specific commodities and services. … in vendor email notice registration in order for vendors to be notified of marketing opportunities (formal competitive solicitations, quotes, single source descriptions) … in determining where we are spending our dollars, to facilitate order consolidation/aggregation, determine bid thresholds, receive quantity discounts, strategic sourcing, etc.

47. 47 Operational Issues Commodity Codes - Problems Some newer items/technologies/services have not been coded. The definitions of some coding classifications and/or groups do not include all the appropriate items. Some classes, e.g., 973 for professional services and 991 for technical services, include vastly different types of services, some of which, e.g., medical related and construction related, might better be broken out into new classes. Commodity codes are difficult for vendors and buyers to search on the State Purchasing web site, because they are essentially scrolling through a condensed list (classes), and must open a sub-list (groups) to look for specific products.

48. 48 Operational Issues Commodity Codes - Solutions Add/delete items to existing classes and groups Add/delete groups to existing classes Add new classes with appropriate groups, perhaps removed from over-broad classes Explore the possibility of a word search capability for vendor registration in MFMP and solicitation/single source coding in VBS

49. 49 Operational Issues Commodity Codes – Next Steps YOUR HELP IS NEEDED Email Ron Brown at brownr@dms.state.fl.us with your suggestions related to “SOLUTIONS” above, and any other related improvements you’d like to suggestbrownr@dms.state.fl.us Be prepared to discuss proposed changes with Ron or his designee

50. 50 Purchasing Directors’ Meeting Operational Issues IT Consulting Contracts Single Source Applications Commodity Codes Microsoft Settlement

51. 51 Operational Issues Microsoft Settlement Agency OGC and CIO should review information at www.microsoftproductssettlement.com/florida www.microsoftproductssettlement.com/florida Settlement provides vouchers worth $5 for each license of certain MS products Claims for vouchers must be postmarked by December 24, 2003 “Opt out” deadline is October 13, 2003 “Fairness hearing” scheduled November 24, 2004 Suggested that DMS and STO coordinate Enterprise response

52. 52 Purchasing Directors’ Meeting July 8, 2003 Agenda Welcome / Meeting Overview Excellence in Contracting Audit Report DMS/State Purchasing Mission MyFloridaMarketPlace Overview State Purchasing Reorganization Strategic Sourcing Operational Issues Open Floor / New Issues Next Meeting Location / Time

53. 53 Purchasing Directors’ Meeting July 8, 2003 Agenda Welcome / Meeting Overview Excellence in Contracting Audit Report DMS/State Purchasing Mission MyFloridaMarketPlace Overview State Purchasing Reorganization Strategic Sourcing Operational Issues Open Floor / New Issues Next Meeting Location / Time

54. 54 Next Meeting: Time / Location Determine Frequency of Meetings Monthly? August 7 Bi-Monthly? September 11 Quarterly? October 9 3:30 p.m. – 4:30 p.m. State Purchasing, Room 301 (or call in)