CASE STUDIES - PRIOR WORK
Tendering activities under all these projects have ranged from from the tens of thousands to at their most, £340m, with procurement programmes and/or procurement schedules ranging from three contracts to over a hundred (both OJEU-compliant and in private sector) and the change processes have been implemented in organisations from 38 people up to 50,000 people.
FLOOD DEFENCES
This was a particular project incorporating a series of tenders for both the flood plains surveying and subsequent construction of flood defences around electricity assets.
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At the time the market was not as well-developed as it is now, and there were only a handful of contractors specialising in flood defences for electricity assets, adding a significant challenge to the negotiation for the placement of these contracts for a public sector organisation.
PROCUREMENT TRANSITION
There have been numerous procurement transition projects, including :
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Several SAP Upgrade projects
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One new bespoke-SAP implementation project
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Change to Category Management structures for two organisations
ENERGY FROM WASTE FACILITIES
SMART ENERGY NETWORK DEMONSTRATOR
Designing and creating the strategy for the procurement delivery of OJEU-compliant tendering processes for a complicated interlinked series of procurement procedures for a Smart Energy project
Focusing on the design and construction of energy from waste facilities, these were purely commercial projects looking at :
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1. Bidding and winning construction of a new facility
2. Managing the construction from a commercial viewpoint of three new facilities
3. Managing the operation from a commercial viewpoint of an existing facility
PERFORMANCE MEASUREMENT - KPI/SLA
Whilst experienced at providing performance measurement and contract management in a range of organisations, this particular project focuses on the provision of a new contract management process, and the initial testing and implementation of that holisitic performance measurement approach.
HOLISTIC CONTRACT MANAGEMENT PROCESSES
Introduction of full contract management processes and support business transition in multi-step implementation programmes in one private sector and five public sector organisations. This includes introducing and interpreting the new Social Value model being used in public sector as of 2020/2021 using TOMS methodology.
NEW PRODUCT INTRODUCTION
This involved an externally-assessed change management programme to the working practices of a manufacturer, closing the loop from bidding through to production and delivery at first article inspection. The organisation moved from being a low-ranked goods provider to being a performer-class (stage 1 to stage 4 in a 5-stage assessment matrix) by the regional assessor within four months of introduction.
CATEGORY MGMT PROCESS
Working on the implementation of a 7=stage category management process, and then designing a 5-stage category management process for a separate organisation.
DYNAMIC PURCHASING SYSTEMS
Multiple Dynamic Purchasing Systems introduced covering goods and services, including procurement processes using CCS frameworks, and £2bn social care 10-year DPS for complex care, and a c£200m DPS for energy supply and management services in the utility sector