v3 Mindset Shift Indicators (gekanteld)
Motivation
| Level | M1 Ambitions | M2 Policies | M3 Internal buy-in to scaling up | M4 Communication |
|---|---|---|---|---|
| Foundation Level 1 |
No Circular Procurement (CP) ambition being set | No sustainable (or circular) procurement policy set | No internal buy-in to sustainable procurement actions within the organisation | No communication internally or externally on ambitions |
| Embed Level 2 |
Ambitions being set at individual level (bottom up) | A sustainable procurement policy has been produced by the organisation | Sustainable procurement recognised across organisation and procurement function working towards wider organisational CP buy-in | Basic internal communication of SP/CP policy aims |
| Practice Level 3 |
Ambition being set at project level | A Circular Procurement policy and actions have replaced the initial sustainability policy Or – sustainability policy explicitly references circular outcomes |
Operational teams recognise their role in CP and the procurement cycle but no high level (Senior Management) buy-in to scaling up | All relevant procurement stakeholders are aware of CP ambitions and recognise their roles and responsibilities |
| Enhance Level 4 |
Ambition being set at departmental level (e.g. Procurement, Finance, technical etc) | A CP policy is in place (with review dates & owners) and supported by a strategy and action plan, with targets and timescales | Senior leadership has recognised CP as a strategic mechanism for scaling up but operational teams are still being brought onboard | Stakeholders recognise roles and responsibilities plus external peer‑to‑peer collaboration and knowledge sharing |
| Lead Level 5 |
Ambition to scale-up has been set at organisation level | Circular and sustainability policy linked to CE, Sustainability, Social and Environmental policies at organisational level | Circular Procurement recognised as a strategic function by senior leadership and operational functions | Internal and external communication on CP outcomes with regular SMT reporting |
Capabilities
| Level | C1 Awareness | C2 Capacity |
|---|---|---|
| Foundation Level 1 |
There is little or no awareness of Circular Procurement and benefits | No capabilities assessment has been made |
| Embed Level 2 |
Awareness of Sustainable Procurement and potential benefits of a holistic circular approach across the product procurement lifecycle | Understanding of capabilities and skills gaps |
| Practice Level 3 |
Procurement function and core stakeholders fully aware of CP benefits and benefits of scaling up | Core procurement team skills and capacity building complete and capacity building across wider stakeholders in planning |
| Enhance Level 4 |
Full awareness across the organisation and scaling up being implemented alongside external peer-to-peer knowledge sharing | Core team capacity and skills reviewed and updated regularly and capacity building across wider stakeholders is underway |
| Lead Level 5 |
Full awareness across all organisation functions and scale up has been achieved | Fully resourced roll-out of capacity and skills-building across wider procurement stakeholders and reviewed regularly |
Opportunities
| Level | O1 Procurement Processes | O2 Organisational (infra)structure |
|---|---|---|
| Foundation Level 1 |
Standard procurement processes in place with basic or minimal ad hoc consideration of SP on tender-by-tender basis | Organisation structure acts as a barrier to identifying circular economy outcomes |
| Embed Level 2 |
Tender-based approach to embedding SP through existing criteria on a consistent basis | Organisation recognises circular benefits but structure only enables limited action (e.g. pilots) |
| Practice Level 3 |
Pre-tender procurement procedures in place (including market dialogues) to identify CP opportunities for key tenders | Organisation structure and processes capable of limited change to adopt elements of circular procurement pilots |
| Enhance Level 4 |
Pre-tender CP assessments embedded in procedures and implemented on a consistent basis. Forward planning of procurement is also undertaken regularly | Processes are being changed as required and the organisation is undertaking review of structural changes required to enable scale-up |
| Lead Level 5 |
Pre-tender, tender and contract management procedures have been linked together along with a category management approach for prioritised categories | Organisation in the process of, or completed, relevant structural changes to enable scaling up |