Presentation - Supplier Development Programme

Report
Tendering Together
Glasgow 11th October 2011
WELCOME
Who’s Who
• Martin Grigg, Jillian Moffat: Scottish
Enterprise
• Pauline Wallace, Supplier Development Prog
• Jim Maxwell, Co-operative Development
Scotland
• Gill Joy, Intend Business Development
• Gavin Tosh, Clerwood Legal Services
• Ruth Webber, The Very People
• Graeme Cook, Scottish Government
Aim of the Tendering Together
programme
Roundtable
Public Sector Procurement –
Collaborative Buying Trends
Gill Joy
Intend Business Development
• Procurement Reform –
Scotland, UK, EU
• Collaborative Purchasing – who?
what?
• Regulations for consortium bids
Procurement Reform Scotland
Since 2006 McClelland report:
•
•
•
•
•
•
•
e-Procurement system (ePS etc)
Standard PQQ format (sPQQ project underway
for 2012)
Public Contracts Scotland + Quick Quote
Procurement Toolkit + Capability Assessments
Single Point of Enquiry
Community Benefit clauses
Collaborative buying organisations
Procurement Reform UK
• Contracts Finder portal >£10K central govt.
• SME product surgeries
• Greater use of Lots/outcome based specifications
• Mystery Shopper
• 14 departments have completely eliminated use of
PQQ (below £100k)
• Published Departmental spend with SMEs 09/10
• Early indications of greater use of open procedure
Procurement Reform EU
Revised Public Procurement Legislation foreseen
for end of 2012 (part of Single Market Act 2012)
Evaluation of impact of current PP Regulations
47% increase in use of Lots
Frameworks increase four fold
SMEs won 34% of OJEU contracts
Consultation with all Member States
re changes to improve Regulations
Scottish Response to Consultation
• Allow broader view of value for money to
include local economic impact
• Simplify rules for rural based contracts
• No compulsory targets for SME involvement
or Lots
• Raise thresholds for OJEU contracts (from £156K)
• More leeway for dialogue with suppliers
Public Sector Procurement Vision
Category A
National
Procurement
Where a single interface with the
public sector facilitates efficiency
and competitiveness of suppliers.
E.g. IT HW, Telecoms, Office
Equipment & Supplies
Scottish
Procurement
Procurement
Scotland
Category B
Category C1
Category C
Sector Specific
CGCoPE
Scotland
Excel, APUC
Scotland
Excel;
NHSAPUC;
Services,
Scottish
Police
NHS
National
Procurement
Fire & Rescue Scotland
Where interface
coordinated via a sector
CoE. e.g. Wheelie bins,
Medical Equipment
Regional
Collaboration at local level
e.g. Tayside Consortium
Local
185 Major procuring organisations; in excess of 900 in total
Where interface
coordinated via
regional hub or
local organisation
Collaborative Contracts in Place
Central Govt
Design, Print, Publishing & Assoc Services
Office Supplies
Marketing Services
Media Buying
Press cutting
Applications & Web development
Web hosting
Video & TV production unit
National
Courier Services
http://www.scotland.gov.uk/Topics/Government/Procurement/directory
Collaborative Contracts in Place
APUC (Universities and Colleges Scotland)
IT Applications & Web
External Print
Media Buying
APUC Contracts register download
Scotland Excel
Signage
Advertising
Scotland Excel register
UK Collaborative Buying Organisations
Buying Solutions
http://www.buyingsolutio
ns.gov.uk/frameworks/
Yorkshire Purchasing
Organisation (general
supplies) www.ypo.co.uk
NE Procurement
https://www.qtegov.com/
procontract
NHS Collaborative
Procurement Hubs
Procure Plus (social
housing)
Sell2Wales
www.sell2wales.co.uk
Regulations for Consortium bids
Consortia
28. —(1) In this regulation a "consortium" means two or more persons, at least
one of whom is an economic operator, acting jointly for the purpose of being
awarded a public contract.
(2) Subject to paragraph (3), a contracting authority shall not treat the tender
of a consortium as ineligible nor decide not to include a consortium amongst
those economic operators from which it will make the selection of economic
operators to be invited to tender on the grounds that the consortium has not
formed a legal entity for the purposes of tendering.
(3) Where a contracting authority awards a public contract to a consortium it
may, if it is justified for the satisfactory performance of the contract, require the
consortium to form a legal entity before entering into, or as a term of, the
contract.
(4) In these Regulations references to an economic operator where the
economic operator is a consortium includes a reference to each person who is a
member of that consortium.
Why Collaborate?
Gavin Tosh
Jim Maxwell
What is collaboration?
“Two or more parties working together
to achieve a common goal which would
be difficult to achieve individually.”
Group Discussion
• What are the benefits of collaboration?
• What are the risks?
• What might the customer be concerned
about?
Benefits
• Get larger contracts
• Increasing trend by public sector to aggregate
contracts
• “20% rule”
• Widen resources & skills available –
complementary or supplementary
• Share costs, burden, hassle
• Look and act bigger
• Focus on your core strengths
• More eyes to spot opportunities
Risks of collaboration
•
•
•
•
•
Less profit
Disputes
High level of commitment
Overwhelmed by partner
Blocking possibilities of relationships with
alternative partners
• Exposure/Disclosure
Customer perspective
• Risk-averse
– Confidence
– Security
– Reputation
• Management
– Economy
– One point of contact
– Responsibility
Wider opportunities:
The collaborative journey.......
7 Steps to Collaboration
1
2
3
4
5
6
7
Identify opportunity and interested
parties
Developing / confirm shared purpose
Feasibility
Business plan / identify financial
needs
Structuring and establishing the
consortium
Commencing operations
Ongoing support and monitoring
BREAK
Types of
Collaboration
Forms of Collaboration
•
•
•
•
•
•
JVC (Joint Venture Company)
Partnership
LLP
Company Limited by Guarantee
Contractual
Informal
Consortium Company Limited by
Guarantee (CCLG)
• Limited liability
• Recognised legal structure
• Durable framework for collaboration
• Includes confidentiality provisions
Also.........
•
•
•
•
•
•
•
Some expenses payable by members
Administration
Directors personal liability
Commitment
Likely to pay VAT
Relative customer unfamiliarity
Contractually binding
Teaming Agreement/Lead
Contractor Model
• Contracts required between the parties
following award
• Liability borne by lead contractor and
apportioned contractually
• Pre-award exposure – Agreement itself
probably not legally binding
• No expenses incurred by relationship
• Terms of relationship need to be agreed
Also..........
• Flexibility
• Separate binding Confidentiality Agreement
required.
Common to both models
• Requires agreement of members’ duties and
responsibilities, e.g.
– Basis of apportionment of work
– Roles of tender lead and supporting members
– Customer interface arrangements
• Arrangements to split work not legally binding
until main contract awarded
Next......
The Consortium Co-operative
The Consortium Co-operative
Jim Maxwell
Key Features …
Members are independent businesses
Shared ‘agenda’
Consortium is legally separate from members
Governed on co-operative basis by members
Usually free of corporation tax
Limited liability
Consortium
A
F
B
E
C
D
Consortium
A
B
F
Consortium
E
C
D
Consortium
A
B
F
Consortium
E
C
D
Consortium
A
B
F
C
E
Contract
C
D
Supplier
or
Customer
Consortium
‘Buying’ Model
A
F
B
£
C
E
£
Contract
C
D
£
Supplier
Consortium
‘Selling’ Model
A
F
B
£
C
E
£
Contract
C
D
£
Customer
Consortium
•
•
•
•
•
•
Opportunity for scale
Opportunity for cost reduction
Low financial risk
Low reputational risk
Low bureaucracy
Easy in – easy out
Membership formats
‘All the same’ v ‘All different’ (complementary)
•
Open membership v Closed membership
Recent start-ups
Yellow Brick House
High In Demand
PUC Design
Interactive Learning institute
CDS Support (all free!)
•
•
•
•
Idea development
Advice on structure / governance
Legal documentation
Feasibility / opportunity analysis
Think about collaborative working…
•
•
•
•
•
Buying
Selling
Marketing
Sharing premises
Sharing other facilities
Thank you
www.cdscotland.co.uk
[email protected]
Case study of
Successful consortium
“The Very People”
Ruth Webber
The Buyers’ Perspective
Graeme Cook
Scottish Procurement
Disclaimers
These slides do not refer to any current or future tender. This
presentation contains generic suggestions on what procurement
departments might hope to see in collaborative bids for contracts.
The messages here are based on past tenders for professional
services but should be applicable across all procurements
Who are Scottish Procurement?
The Scottish Procurement and Commercial Directorate (SPCD), also known as
Scottish Procurement is responsible for developing and advising on procurement
policy for the public sector in Scotland. We also ensure that procurement processes
within the Scottish Government are effective and efficient by ensuring that staff are
aware of their responsibilities and authority, and have the necessary information and
tools.
Our Goal - To lead and enable public sector procurement reform in Scotland,
working creatively and collaboratively to deliver value for money, promote best
practice in project delivery, and contribute to sustainable economic growth.
Objectives
–
–
–
–
–
–
CAPABILITY
COMPETITIVENESS
CAPTURING SAVINGS AND BENEFITS
COVERAGE
COLLABORATION
CORPORATE SOCIAL RESPONSIBILITY COMMUNICATIONS
Collaborative Bidding in a
Strategic Context
•
Scottish Procurement recognises the significant contribution of SMEs to the
Scottish economy and is therefore committed to “Improving access to
public sector contracts, particularly for SMEs”
•
This commitment is set against a background of statutory requirements
which require equal treatment of all bidders, regardless of their size or
country of origin
•
The result is a commitment to encourage and facilitate competition from
SMEs (including collaborative bidding) but not to award business to SMEs
•
Good public sector procurement awards business to the bidder that meets
the basic financial and statutory requirements and that is able to offer the
Most Economically Advantageous Tender (MEAT), as defined in the
Procurement regulations. Current EU rules define MEAT as a balance
between cost and quality. All bids, regardless of who they come from, are
evaluated in the same way.
What are Procurement
Departments Looking for?
• Coverage – Geographical & service range and a clear
understanding of the technical requirement
• Reduced Risk - See the next slide
• Reduced Costs - Internal costs for the buyer’s organisation,
e.g. administrative costs associated with placing orders with and
processing invoices from multiple firms
• Fair & Open Competition - Public bodies in Scotland must
adhere to EU directives and to procurement regulations in Scots
law. Procurement will therefore seek to remove those legal risks that
are associated with non-compliance. The majority of procurement
regulations relate to transparent and open competition
• Competitive Pricing
What are Procurement
Departments Looking for?
Reduced Risk
– PROFESSIONAL procurement might be better thought of as
‘commercial risk management’ as it is responsible for identifying
high-risk goods or services and ensuring that the risk of non-delivery or
service failure is minimised. Professional procurement is a dynamic
and varied space in which there are no hard-and-fast rules other than
the procurement regulations
– Some goods or services are will present greater or more numerous
risks than others. Even within the same general commodities risk
profiles can vary:
• The delivery of the food & drink required for school meals might be
considered high risk while the food and drink required for a
school’s vending machine might be low risk. This is because the
children’s parents are unlikely to be too upset if their the children
can’t get snacks during the day but will be very concerned and
vocal if lunches aren’t provided
• It’s likely to be more or less impossible to second-guess the risk
factors that a customer attributes to particular goods or services
What are Procurement
Departments Looking for?
Reduced Risk (cont’d)
– Risk, from Procurement's point of view, can include threats to: price;
quality; supply; staff & public safety; the buyer/supplier relationship and
reputation.
– Different firms present different sets of risks. Large firms have their
own particular risk profiles while small companies with low turnover
values MAY:
• Have less experience with a varied customer types
• Be more susceptible to financial/cash-flow issues
• Not be able to respond quickly to “disaster” scenarios (Major IT
failure)
• Be more susceptible to loss of key personnel (account manager hit
by a bus)
What are Procurement
Departments Looking for?
Risks Particular to Collaborative Bidding
- Complex collaborative supply arrangements present additional risks into a supply
chain. For example:
•
•
•
•
•
Dealing with multiple account managers
Multiple order and invoice procedures
Unclear or multiple complaints procedures
Uncertain accountability for defaults or breaches of contract
Financial probity and stability can be harder to evaluate
The above bullets represent some of the unnecessary risks and administrative
costs that poorly planned collaborations can bring. These costs can mean that
working with partners will not necessarily achieve extra points during tender
evaluations. All bidders, regardless of their collaborative status, should think
carefully about the customer’s requirement and present the customer with as
simple a model as possible. This doesn’t mean that the tender documents should
be basic but rather that the operating model should be easy to understand,
implement and use.
What are Procurement
Departments Looking for?
Present a Simple Proposal
– Provide assurance on:
• Financial and statutory probity (e.g. directors may not have convictions for fraud;
bidders must comply with equal opportunities regulation). Financial probity is particularly
difficult to demonstrate – discuss options with the procurement team and ask them what
will be acceptable (this may vary by the risk profile of the goods and services being
purchased)
– Try to ensure that there is ONE ‘individual’ (in a legal sense) to get issues
resolved and to carry the can if things really go wrong. This ‘individual’ might be:
• A ‘lead’ contractor (sub-contracting relationships);
• A single contact backed-up by unambiguous and binding agreements between
collaborative parties determining who is responsible for indemnifying each risk; or
• A new legal entity formed by all members of the collaboration
– Try to present your collaboration as a single entity to the customer. Leave the
customer in no doubt as to when and how they should interact with you as their
supplier. Keep is as simple as possible for them, even if this means having very
difficult conversations with your collaborative partners before submitting your bid.
Once you Understand the
Requirement
BEFORE starting to write your response
Considerations for ANY tender bid
― Understand the requirement
― Understand the customer AND the procurement team – sell what they want, not what
you happen to have available
― Understand risk from your own point of view, from that of the customer AND from that
of the procurement team
― ASK – If something’s not clear, don’t assume, ask for clarification
― Put it in writing – if it’s not stated in your response, you can’t get credit for it
― Use all the space provided – if you’re given ‘up to 500 words’, use 500 words in your
answer
― Look carefully at the weightings of each question and/or evaluation criteria and use
your time & resources accordingly
― Be realistic:
•
•
Do you have demonstrable experience of delivering all aspects of the requirement?
Do you have the ‘capacity’ to meet the requirement? For example, do you have enough staff
and financial wherewithal to take on the required scale of business?
― After the tender decision, ask for feedback, whether you’ve been successful or not
Once You Understand the
Requirement
Specific Considerations for Collaborative tender bids
— Ask whether or not collaborative bids are acceptable and if so, what form
they may take
— Be open and transparent with your collaborative partners – a poorly
constructed collaboration will result in a poorly constructed tender bid
— If a financial turnover threshold has been set, ask the Procurement team
whether or not they will accept the collective turnover of all parties in a
collaborative bid as meeting their requirement – NB: they may not!
— Determine what parts of the requirement you have demonstrable
experience of and what parts, if any, would be better demonstrated by a
collaborative partner’s experience
— You and your collaborative partners will still be required to demonstrate the
required ‘capacity’ – if you still can’t do this, consider getting more partners
— Different customers and their procurement teams will consider different
goods and services to carry different risks. This is reasonable but will mean
that their approaches to collaborative bids will vary. ALWAYS ask up-front
what forms of bid are acceptable before spending too much time
considering and preparing your collaborative bid
National Frameworks for
Temporary Staff and Consultancy
CASE STUDY
•
•
•
•
Customer feedback and market research indicated that smaller firms often
offered better value than larger firms
Generally speaking, large firms offered reduced risk, reduced (internal)
administrative costs and wider coverage (service and geographical range)
relative to small firms
To ensure wide competition we encouraged larger firms to match the value
standards of smaller firms and encouraged smaller firms to reduce their risk
profile and increase coverage and capacity. This required additional
commitment of resource from both Scottish Procurement and from the
supply market
Well before we published or even drafted our tender documents, we
engaged with the market to understand how they operated and to identify
how improvements could be made to both their and our operations
National Frameworks for
Temporary Staff and Consultancy
CASE STUDY
•
•
•
•
•
•
•
•
The bids received varied widely in quality, cost and structure
Many firms appeared to have ignored the challenges we set them and simply
submitted their standard “off-the-shelf” answers
Many consortia bids did not provide the standard financial and statutory assurances
for all partners
Several bids claimed to be collaborative but demonstrated no joined-up thinking and
seemed to be based on a single firm’s answers with the name of an additional firms
merely appended as an afterthought
The best collaborative bids had clearly overcome past rivalries and had spent time
understanding how best to structure their collaboration in order to meet our
requirement. They were innovative and obviously based on meeting the customer
requirement rather than a need to be seen as part of a collaborative bid – They
offered best value over-all (MEAT)
15 consortia won places on the frameworks
33 further firms are named as consortia members or sub-contractors
Up to 46% price reductions were achieved
Take Home Messages
• There is no set of simple rules for winning business
• Always work hard to understand the view of the customer AND that
of their procurement team (don’t assume anything)
• Always ask the customer and procurement team what business
structures and what methods of demonstrating financial probity will
be acceptable (these will vary according to the level of risk ascribed
to the goods or services)
• Collaborative bidding can help to remove some of the ‘risks’ that
smaller firms can sometimes present to procurement teams
• By their nature, collaborative bids can present additional risks but
with a bit of planning and preparation between the collaborative
partners, these risks can be minimised or even removed
• Before submitting a tender, it’s better to ask too many questions
than too few
• If it’s not written down in your tender submission you can’t get any
points for it
LUNCH
Approaches for Partner
Assessment & Selection
Gill Joy
Finding Partners & Subcontractors
• A “needle in a haystack” - Suggestions?
Finding Partners
•
•
•
•
•
•
•
•
Existing partners, sub-contractors
Own networks (incl Linked-In etc?
Professional/trade associations
Referrals from trusted organisations/people
Public sector contract award notices
Public sector contract registers
Suppliers to target organisation types
etc
Requirements Mapping
• Must be specific to the contract (use Invitation to
Tender doc or Contract Notice to create a partner
requirement)
• Map generic needs first – avoid “shoehorning” an
existing partner into team immediately
• Look at the Buyers perspective
• Consider the skills/experience mix that
competitors will be presenting
• Prioritise criteria for assessment (Essential,
Desirable, etc or similar)
Group Exercise
• For sample contract: what combination of
partners – lead/subcontracts possible?
• What criteria for the assessment / selection
stage of partners?
Requirements Mapping
•
•
•
•
•
•
•
TECHNICAL SKILLS RELEVANT TO
CONTRACT
QUALIFICATIONS
TRAINING COMPLETED
MEMBER OF PROFESSIONAL
ASSOCIATION OR ACCREDITED
LANGUAGE SKILLS
MANAGEMENT STRUCTURE
EQUIPMENT AVAILABLE
ADDED VALUE – PERFORMANCE:
• COMPETITIVE PRICING
• INNOVATIVE PRODUCTS OR
PROCESSES
• CORPORATE & SOCIAL
RESPONSIBILITY
• AWARDS ACHIEVED
• EVIDENCE OF MEETING KEY
PERFORMANCE INDICATORS
EXPERIENCE:
• IN RELEVANT SECTOR
• WITH SIMILAR CLIENTS
• DELIVERING SIMILAR SERVICES OR
GOODS
• DELIVERING ON SIMILAR SCALE /
REGIONAL SCOPE
• USING SPECIFIC EQUIPMENT /
SYSTEMS
COMPLIANCE:
• ALL POLICIES IN PLACE FOR PUBLIC
SECTOR REQUIREMENT
• EVIDENCE OF QUALITY
MANAGEMENT SYSTEM
• BUSINESS PROBITY INCL CREDIT
CHECK
• CLIENT/CONTRACT SPECIFIC
COMPLIANCE ISSUES
Assessing Partners
CRITERIA
Skills criteria
Experience criteria
Added value criteria
Compliance criteria
-
ESSENTIAL
DESIRABLE
COMMENT, SCORING SCHEME, MINIMUM STANDARD
MET/NOT MET
Presenting a collaborative team
or consortium in a tender
Gill Joy
Topics
1. Key challenges in presenting group experience,
capacity and suitability for the contract
2. Presenting added value 1+1=3
3.
Tips for presenting a joint bid:
–
–
–
–
Joint methodology
Roles in project and quality management
Risk and contingency
Team experience & CVs
Challenges
• PQQ and tender forms geared to single bidder
approach
• Countering perceptions of risk associated with
joint bid
• Choosing the right lead partner
• Compliance – who has Financials/ Health &
Safety/ Insurance/Credit check cover?
• How to demonstrate added value of
collaborative approach?
Presenting Added Value
• Structured approach to make roles and
responsibilities clear for the client
• Map your skills and experience to client’s
specific requirements
• Match consortium strengths to key risk areas
for project
• “Elevator pitch” for each contract
Tips for presenting a joint bid
Joint Methodology
Joint Methodology
WP1
Data Collection
WP Leader
Intend Business Development
Task 1.1 Data
Collection Plan
• Describe
• Describe
• Describe
Task 1.2
• Describe
• Describe
• Describe
Task 1.3
• Describe
• Describe
• Describe
Deliverables
Data Collection Plan [date]
Analytical Framework [date]
Joint Methodology
Joint Methodology
Joint Methodology
MONTH
1
2
3
4
5
6
7
8
9
10
11
12
WP1: Title
WP2: Title
WP3: Title
WP4: Title
WP5: Project Management
Contract
Name
Name
Name
Name
Deliverables
Meetings
kick-off
meeting
interim
review meeting
interim
review meeting
final meeting
Project & Quality Management
• Describe your procedures for ensuring timely
and accurate delivery of contract whilst
demonstrating a flexible approach
• Describe your quality management system
• Describe your experience of interfacing with
other suppliers/stakeholders in the delivery of
contracts
• Describe your approach to continuous
improvement
Project Management
• Management board/Steering Group
• Deputy for project manager; Finance role
• Project management plan – Workplan with
milestones and specific deliverables
• Progress meetings and reports
• Partnership approach – examples of flexibility,
sharing risk
Quality Management
Develop simple QM system relevant to the
contract:
• Table of any certified quality management systems in the
consortium and scope of these (ISO 9001, ISO 14001)
• QA procedures for specific tasks (what checked, how,
when, by whom)
• Key Performance Indicators (KPIs) needed? Evidence?
• Continuous improvement system within partnership
• Customer service approach – escalation procedure
• Use of external evaluation/QA people?
• Business continuity plan
Presenting partner experience
Can be PQQ or tender questions…..
• Describe the nature and scope of your business
highlighting a) core functions and areas of
specialism and b) how your experience is relevant to
this contract
• Outline your organisation’s knowledge,
understanding and experience of interpretation
• Outline the range of professional competencies your
organisation has and is able to use to fulfil the
requirements of this contract
Presenting partner experience
• Each tender may require a different way to
structure your response 
• Map content to specific contract requirements
(cf. partner assessment form)
• Emphasise strengths of partnership approach
• Use matrix to summarise partner skills &
experience
• Develop lists of project references for all
partners (short and expanded versions)
Partner/company experience
Present as a Matrix?
TECHNICAL SKILLS RELEVANT
TO CONTRACT
•
•
•
•
•
•
QUALIFICATIONS
TRAINING COMPLETED
MEMBER OF PROFESSIONAL
ASSOCIATION OR ACCREDITED
LANGUAGE SKILLS
MANAGEMENT STRUCTURE
EQUIPMENT AVAILABLE
EXPERIENCE:
•
•
•
•
•
IN RELEVANT SECTOR
WITH SIMILAR CLIENTS
DELIVERING SIMILAR SERVICES OR
GOODS
DELIVERING ON SIMILAR SCALE /
REGIONAL SCOPE
USING SPECIFIC EQUIPMENT / SYSTEMS
ADDED VALUE – PERFORMANCE:
COMPLIANCE:
•
•
•
•
•
•
COMPETITIVE PRICING
INNOVATIVE PRODUCTS OR PROCESSES
CORPORATE & SOCIAL RESPONSIBILITY
AWARDS ACHIEVED
EVIDENCE OF MEETING KEY
PERFORMANCE INDICATORS
•
•
•
ALL POLICIES IN PLACE FOR PUBLIC
SECTOR REQUIREMENT
EVIDENCE OF QUALITY MANAGEMENT
SYSTEM
BUSINESS PROBITY INCL CREDIT CHECK
CLIENT/CONTRACT SPECIFIC
COMPLIANCE ISSUES
Presenting partner experience
Name &
Role
Skill 1
Skill 2
John Smith
Project
Manager
√
√
Jane Brown
Data
Manager
√
Skill 3
Experience Experience
1
2
√
√
√
Can use a matrix for partner organisations
and/or individual team members
√
Presenting partner experience
Use a matrix to summarise key projects for
each partner relevant to this contract
Partner
Partner A
Design
Add 2-3 line summary for all
relevant projects
Link to more detailed project
profiles
Partner B
Partner C
Print
Fulfilment
Presenting partner experience
CVs of Key Staff
Name
John Smith
Role on project
Project Manager
Qualifications & Experience
BSc Information Systems, HND Computing
Include 5-6 Bullet points with key
experience from recent projects/jobs
including any specialisms
Jane Brown
- Client liaison
Project planning
Review meetings
Final report
Data Manager
-
etc
Etc
etc
Data collection plan
& implementation
Data analysis
etc
etc
QA System
Process
Quality assurance
KPI
Responsible
Sourcing
materials
Supplier approval questionnaire
Meet XX% of criteria
as a minimum
Managing Director
Sourcing
Subcontractor approval
subcontractors questionnaire
Meet XX% of criteria
as a minimum
Managing Director
Design
creation
Proofing
100% error free
Quality Manager
Project Manager / Project
team if complex design
Internal approval
Meets client brief
Signage
production
Acceptance form
100% compliance
Project Manager +
Production Manager
Installation
Internal QA check
100% compliance
Project/Quality Manager
Client
Client Acceptance Form
Project
Customer feedback questionnaire at
management / end of project
client liaison
100% compliance
Xx% of ratings good
or excellent
Client
Other Quality aspects
• Customer feedback mechanisms, complaints procedures
Continuous
improvement  Business review groups, Focus groups
 Staff appraisals
 Management roles to ensure required improvements are
implemented
Other
standards
• Company membership of trade/professional
associations
 No. of staff with membership of accredited
bodies/professional qualifications relevant to contract
 Investors in People
 Any environmental standards/benchmarking used
Client
relationship
Partnership approach is increasingly important – describe
how you are able to share the project risk with the client,
avoid confrontational approach, proactively offer solutions
to improve the overall performance of the contract
Communications
• Who to contact for which part of the contract?
– Technical contact points
– Management
– Contract admin/financials/invoicing
• Protocols
– Who gets cc:d
– Written not verbal for any instruction/approval/
issues raised
Project Risk Assessment
Risk
Materials supply
failure
Loss of key staff
Bad weather affects
delivery schedule
Impact
(High, Med,
Low)
High
Mitigation
Medium
All key roles covered by two
people within consortium
Plans in place for business
continuity – back up facilities
and delivery teams in XX
different regions
High
Back-up suppliers in place
Group Exercise
• Plan a joint response for key scoring questions
– Methodology
– Company experience
– Project & Quality Management
– Elevator Pitch/Added Value
• Lead+Partner approach v Consortium
BREAK
Legal Agreements
Confidentiality Agreements
• When to use
• Purpose
• Types:
– Unilateral
– Mutual
– Multilateral
• Standard of Protection
• Limitations
Contents
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•
Parties
Description
Purpose of the disclosure
To whom it can be disclosed
Term
Termination
Disposal
Governing Law
Teaming Agreements
“An agreement entered into by two or more
parties for a limited period of time and for a
restricted and well defined purpose.”
Why have a Teaming Agreement?
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•
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Makes parties think about all the issues
Written reference for who is doing what
Builds relationships
Locks in team member
Locks out competition
Ammunition in event of bad faith
Precursor to contract
Key Provisions
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•
•
•
•
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•
•
Confidentiality
Responsibilities
Communications with the customer
No independent bidding
Publicity
Dispute resolution
Assignation
Termination – when would the agreement come
to an end?
Roles and Duties
• Team Member
• Team Leader
Team Members’ Duties
• Respond promptly to all questions/requests
• Provide all required certification,
documentation
• Participate in negotiations, discussions, etc
with Customer - but no direct contact unless
authorised
• Final say in format/content of proposal; also
price?
Team Leader’s Duties
• Consultation before changing tender details
• No commitments of others without prior
consent
• Timely transmission of tender documents &
any amendments received from Customer
• Keep team members fully informed
• Swift response to customer
Next......
The Consortium Company Limited by Guarantee
Members Agreement:
Consortium Co-operative
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•
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Governs member-consortium relationship
Contains ‘secondary’ rules
Consistent with Memorandum and Articles
Plain English
Facilitation
Members Agreement Content
May Include:
• Who may be a member
• Detailed statement of purpose / aims
• How the consortium will be managed
• Things the consortium will do / not do
• Communication within the group
• Handling of funds / delegated authority
• How members may use the consortium
• Required quality standards
• Dealing with members default
• Rules for adjusting the agreement
Any questions?
CDS support available
Follow-up workshop 14th Nov
Evaluation forms please 

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