Making Progress Toward Target

County Purchasing

- Maintain financial strength and operational efficiency
Strategic Priorities
  • Not Defined
    13.5 Implement an ERP system and improve critical county processes
    - Maintain financial strength and operational efficiency
About this measure

Metrics on this page show the average cycle time in calendar days to complete competitive and non-competitive purchases.

Data are reported by the Cuyahoga County Department of Purchasing on a quarterly basis.
Why is this important?

Cuyahoga County is required to follow Ohio Revised Code and County Code for purchases. There are specific exemptions from the requirement to use a competitive process that are outlined in County Code. Some of the exemptions include contracts under $50,000, those with only one provider, using state, federal or other cooperative purchasing contracts and amendments to current contracts. The Department of Purchasing tracks the items procured using competitive and non-competitive processes. Additionally, Purchasing tracks the length of time it takes to procure items using the various processes, called cycle time. Competitive procurements and good planning is key to maximizing the value of our spend on purchases and contracts to provide the best value to the County.
How are we making an impact?

Improving the procurement process is an ongoing effort at Cuyahoga County. The full process includes many departments (e.g., Law, Office of Budget Management, Department of Information Technology, purchasing departments, etc.). Process improvement projects have been undertaken for various parts of the process. Conducting a Year Close/Year Start Training for departments on the overall process of closing out purchase orders and contracts, in addition to how to start the year off with new contracts and certifications with the use of the ERP system to eliminate common mistakes and issues. As part of that effort, DOP also created a power point presentation with screenshots on using the system that were made available to all system users. While there have been some challenges with the stabilization of ERP system, the Department of Purchasing has worked closely with departments to offer training, resources, and support during this transition time. The system and processes are regularly being reviewed to identify areas of improvement.
Performance Target

Average Purchasing Cycle Time - Competitive (Quarterly): 160

Average Purchasing Cycle Time - Non Competitive (Quarterly): 28
Average Purchasing Cycle Time - Quarterly Performance
Cuyahoga County Average Purchasing Cycle Time (by Quarter)
Bar chart with 2 data series.
Bar chart shows the length of Cuyahoga County's purchasing cycle in days by process type by quarter. See data table for details.
The chart has 1 X axis displaying categories.
The chart has 1 Y axis displaying Calendar Days. Range: 0 to 400.
End of interactive chart.
Average Purchasing Cycle Time - Annual Performance
Cuyahoga County Average Purchasing Cycle Time (by Year)
Bar chart with 2 data series.
Bar chart shows the length of Cuyahoga County's purchasing cycle in days by process type by calendar year. See data table for details.
The chart has 1 X axis displaying categories.
The chart has 1 Y axis displaying Calendar Days. Range: 0 to 200.
End of interactive chart.
Data Source

Data provided by the Cuyahoga County Department of Purchasing.
Measure Data
Last Calculated 5 days ago
Period Status Purchasing Cycle Time (Competitive) Purchasing Cycle Time (Competitive) - Annual Purchasing Cycle Time (Competitive) - Target Purchasing Cycle Time (Non-competitive) Purchasing Cycle Time (Non-competitive) - Annual Purchasing Cycle Time (Non-competitive) - Target
2016 Not Defined
2017 Not Defined 185 185 47 47
Q1-18 Not Defined 187 28
Q2-18 Not Defined 138 18
Q3-18 Not Defined 151 38
Q4-18 Not Defined 147 158 24 25
Q1-19 Making Progress Toward Target 175 175 160 24 24 28
Q2-19 Making Progress Toward Target 162 175 160 20 24 28
Q3-19 Making Progress Toward Target 166 175 160 17 24 28
Q4-19 Making Progress Toward Target 183 175 160 15 24 28
Q1-20 Making Progress Toward Target 220 175 160 30 24 28
Q2-20 Making Progress Toward Target 203 175 160 25 24 28
Q3-20 Making Progress Toward Target 206 175 160 25 24 28
Q4-20 Making Progress Toward Target 206 175 160 13 24 28
Q1-21 Making Progress Toward Target 208 175 160 33 24 28
Q2-21 Making Progress Toward Target 319 175 160 28 24 28
Q3-21 Making Progress Toward Target 205 175 160 20 24 28
Q4-21 Making Progress Toward Target 189 175 160 18 24 28
Q1-22 Making Progress Toward Target 215 175 160 13 24 28
Q2-22 Not Defined 160 28
Q3-22 Not Defined 160 28
Q4-22 Not Defined 160 28