Selecting the right provider for your contract

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Selecting the right provider for your contract

Today’s Team

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Tony NewberryProcurement Project Director, Sweett Group Limited

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who are we

• Sweett Group is an international consultancy providing professional property

and infrastructure services

• Earned a reputation in the UK as being one of the top three consultancies’

to provide project and cost management services in retail, offices and

healthcare

• 2007 floated on the AIM - £61m

• Turnover – on for £100m 2013/14

where we operate: Worldwide

Sweett Group has a network of offices across Africa, America, Asia, Australia, Europe, Middle East. Our geographic reach enables us to provide our clients with a full range of all our services, whilst delivering local knowledge and global excellence.

1,300 employees in 54 offices worldwide

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Advisory Service – Procurement and Supply Chain

• Procurement team operational for 12 years

• Specialist in EU Procurement – not a QS

• Sectors include Education, Health, Local Authorities and Affordable Housing

• Affordable Housing is the Procurement teams core business area – 60%

• Operate across the UK – current contracts Manchester, Leicester, Bristol, London...

• Key clients include:

- Housing – Affinity Sutton

- Health – South Manchester Healthcare

- Education – Rydens School

- Local Authorities – Stevenage Borough Council

- Charitable – H F Trust Ltd

- Other – BBC

- To name but a few....

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Key Services• EU Procurement Compliance

• Procurement Strategy

• Project Management

• Performance Management

• Framework Management

• Critical Friend

• Peer Reviews

Objectives of the Event

• Fundamentals of Selection

• Generic Guidance (EU Procurement)

• Demonstrate a 2 stage process as a case study

• Learning

• Guidance for consideration

• Interactive

• Hopefully enjoy an ‘interesting’ subject

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Rules of the event

• No Screaming, kicking or punching

• Eye gouging is not permitted

• Spear tackles “maybe” met with a yellow card

• Everyone has a voice and a right to be heard

• Respect opinions

• Please listen, get the messages and put in to practice

• This is valuable time well spent

• Please enjoy and be interactive – or it’s a few hours of me!

Agenda

• Welcome

• Agenda and Objectives

• Introductions

• EU Procurement – Background

• Procurement Methods

• Putting the rules in to practice = best practice procurement

• Case Study

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Introductions

• Name

• Company

• Position

• One thing that we should know about you

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EU Procurement

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Government Spending

£230 Billions

Spent on Public

ProcurementEfficiency and Reform Group

Pressure on public sector procurement?

1. Focus on cost reduction

• Remove requirement

• Reduce scope

• Get a cheaper price

2. Increased buying power

• Centralised purchasing

• Category Management

• More Services for less

3. Better co-ordination across the

geographic area / alignment with

others

• Does this mean standardisation

4. Budget control

• Publishing of contracts

• Data Collection and Information

sharing

5. Risk and Demand Management

• Forward planning

• Market understanding

6. Supplier landscape will change

• Less suppliers? Larger Contracts?

• What does this mean for SME’s?

…And all of the previous requirements

including EU Procurement!

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Who does it affect?

• Contracting Authority

• National / Local Government

• Economic Operator

• all tax payers!

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The Aims

• free movement

• anti national discrimination

• competition

• restructure markets and achieve economies of scale

• stimulate research and development

• transparency and objectivity

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OJEU

Often called “OJEC/OJEU” Process, “EU Procurement”, etc

Definition - Public Procurement“Purchasing by public sector authorities and bodies of

works, services and supplies”

EU TREATY

EU Procurement Directives

Enacted in English Law (Statutory Instruments)

The Public Contract Regulations 2006 & 2009

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What does it mean?

• all have a right to know about the contracts that are available

• all Candidates and Tenderers need to be assessed on an objective and

fair basis

• robust and understood procedures should be used to ensure equal

treatment

• minimum timescales to be used to allow bidders time to prepare

• criteria set in advance and published

• all have the right to know who was awarded the work and right to

challenge

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I’m not public sector.....

• Tax payer

• Best practice procurement

• Leading change through out Europe in procurement

• Legal support – decisions helping you define a course of action

• Increased probity in decision making

• Put value at the heart – but value is what you want it to be!

• Match the outcome to the strategy

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Stage one –

Understanding Requirements

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Classification?

Stage One – Understanding Requirements

Part A Services

(full process)

Accounting, auditing, book-keeping, Market research

and opinion polling, Management consultancy,

Architectural, engineering, urban planning, landscaping

and related technical services, Advertising, Building

cleaning and property management, Sewerage and

refuse disposal, IT Services, Financial Services

Transport and courier services, Maintenance and repair

of vehicles and equipment…..

Catering, Legal, Security, Educational Health and Social

Recreational, Cultural and Sporting….

Part B Services

(part process – limited to technical spec, contract award notice only)

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• hierarchical support (Board)

• budget holders

• Service Delivery Management

• users of the agreement

• inter-related departments – IT / finance

• tenants

• local residents

Gathering information

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Example RACI

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Statement of Need:

• RACI

• how will they use?

• who is affected by their delivery?

• quantify – current providers, value, service, contracts, cost model, performance

data, service level requirements

• 360 degree review

• summary for desktop review

“To get to where you want to be,

first you must understand where you are now’’

Stage One – Understanding RequirementsStage One – Understanding Requirements

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Does EU Procurement apply?

Supplies Services (maintenance)

Works (new build)

£173,934

or

€200,000

£173,934

or

€200,000

£4,348,350

or

€5,000,000

EU Procurement Thresholds apply from 1 January 2012 to 31 December 2013.

• Net of VAT

• based on estimated value

• aggregation

– over 4 years


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Stakeholder Workshop

End User Voice Workshop

• review information gathered

• what needs to change?

• what do we want to keep?

• what does ‘good’ look like?

• what agendas do we have to consider?

• what are the risks to be managed?

• revised profile ready for procurement

Building a Procurement Strategy


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Defining Value For Money

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• VfM is the optimum combination of cost, quality and fitness for purpose to

meet the buyer’s requirements (it is not about the lowest price)

• Local authorities are subject to the Best Value guidelines – how does your

business define it?

• Embraces the concept of the ‘price-quality’ relationship

• Selection usually will be made on the most economically advantageous

tender (MEAT)

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• define what is required

• consult with providers

• understand interest

• can the service and objectives be met?

• ready to ‘sell’ the strategy?

Can the market meet the requirements?

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Restricted procedure:

• key stakeholders

• user engagement

• programme

• understand workload

• knowledge

• buy-in through communication


Procurement Core Group

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Restricted

• most popular• 2 stage process• clear requirements• no negotiation• a large number of providers

Open

• used for exacting specification• 1 stage process• straight to tender• no negotiation• limited market place

Competitive Dialogue

• specialist requirements• 3 stage process• PQQ stage, ITPD then ITT

Accelerated Restricted

• emergencies• same as restricted• timescales• Economic Circumstances (government economic tool in 2010 and 2011)

Which procedure?

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Procedure Characteristics When the procedure is adopted

Open All qualified applicants must be given the opportunity to bid

For lower risk procurement where supplier capability is less important or where the focus is on price

Restricted Two stage process with facility to shortlist (PQQ + Tender)

Where capability of supplier is key determining factor in the delivery of the contract, market response likely to be huge to allow short-listing

Negotiated Two stage process with facility to negotiate at second stage

Specification is not clear or some creative, artistic or expert input is required.

Competitive Dialogue

Two stage process with facility to enter into a dialogue with potential suppliers to consider potential solutions and refine specification before invitation to tender

Complex procurement where suppliers expertise has significant impact on the development of the specification


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“an agreement or other arrangement between one or more contracting

authorities and one or more economic operators which establishes the

terms (in particular the terms as to price and, where appropriate, quantity)

under which the economic operator will enter into one or more contracts with

a contracting authority in the period during which the framework agreement

applies”Source: Office of Government & Commerce

• procurement of a source or sources that may meet your current and longer term

needs

• an enabler to further call-off from a pre-selected list achieved through a robust EU

Procurement process


What is a framework agreement?

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Client

secure long-term

commitments

reduced tender time

and improved quality

performance

measurement and

improvement

integrated teams

and added value

limited negotiation

agreed framework

for pricing

Supply Chain

secure stable

relationship

access to long term

work commitments

process

knowledge and

improvement

standardisation

added value

project delivery

improvement

i.e. quality, satisfaction

+ =A good mix for all

parties


What are the benefits of a framework agreement?

Stage Two –

The Procurement

‘Restricted Procedure’

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Stage Two – Procurement

• timing benefits

• reduced administration

• ease of access

• username and password

• post box

Electronic procurement

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• Design of the PQQ

- Reg 23 - Ineligiblity

- Reg 24 - Financial Standing

- Reg 25 - Technical & Professional Ability, Experience

- Use the strategy / further consultation

- Weighting / Evaluation

• Design the Contract Notice / PIN?

- Informed by the Procurement Strategy

- Needs to be exacting in description and complete

- Issue via SIMAP ( 37 days / accelerated?)

• PQQ Process

- EOI / Bidders Days

- PQQ Issue (electronically)

- PQQ Clarifications

- PQQ Evaluation Workbook

- Receipt and Compliance Check

- Evaluation / Adjudication (optional)

- Inform and Feedback

- *Consortia

Output

Identify Tenderers (min. 5)

Benefits

Transparent process

Clear and recorded decisions


Selection procedure (looking back)

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• Design of the ITT

- Clear instructions for tendering

- Specific requests for proposals

- Use the strategy / further consultation

- Weighting / Evaluation Criteria

• Pricing Document

- Design of a pricing template

- MEAT / Lowest Price

• Contract / Framework Agreement

- Preparation of documents

• Client Brief

- Specific needs

- Performance Management - KPI’s, other.

• Technical Brief

- Technical Standards

• ITT Process

- ITT Issue (electronically)

- ITT Clarifications

- ITT Evaluation Workbook

- Receipt and Compliance Check

- Set up Client Evaluation

- Undertake Commercial Evaluation


Award procedure (looking forward)

Output

Definitive Tender Documents

Benefits

Clear expectations of Tenderer

Clear and recorded decisions

Tenderers meet RSL’s needs

Example Scoring Criteria

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Score Response Type Reason indicated for Score

0 Non-compliant response No relevant information / solution provided in response to contract requirements.

1 Unacceptable response Partially compliant response but with serious deficiencies in solution offered, indicating serious difficulties / inability to deliver contract requirements.

2 Unsatisfactory response Partially compliant response with shortfalls in solution offered, indicating not all contract requirements could be met and thus difficulty in delivery of the contract.

3 Acceptable response Compliant response, indicating basic contract requirements are met but not exceeded. Contract could be delivered.

4 Good response Compliant response, clearly indicating entire delivery can be met and solution offers some limited benefits beyond stated requirements.

5 Excellent response Compliant response, bidder illustrated comprehensive understanding of contract reqs. Proposed solution provides significant additional benefits beyond stated reqs.

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Example Weighting

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• Interviews – Verifying Proposals

- Organisation

- Interview

- Summarising and Scoring

• Site Visit – Verifying Proposals

- Organisation

- Attendees and Facilitation

- Summarising and Scoring

= reality check of proposals


Interview and site visits

Output

Verification of tendered proposals

Benefits

Prove or disprove proposals Meet the management team

Test technologyInspect quality

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• Recommendations Report

- Summary of process

- Collation of scoring data

- Recommendation for Cyril Sweett

- Presentation to Board

• Award

- Inform successful and unsuccessful Tenderers

- Standstill period

- Provide feedback to failing Tenderers

- Communicate with candidates

- Manage any challenge – to date

• Contract Sign-off

- Achieve early contract sign-off

Output

Supporting report to validate process and decisions made.

Manage failing Tenderers

Benefits

A compliant EU Procurement process is achieved

Selected Tenderer's meet the needs of the RSL


Awards

The lessons

• Consultation

• You should always define what you need - Statement of Need

• Provide fixed timescales – work to your programme

• Clear outline of expectations - don’t skimp on the brief (you’ll pay for it.... )

• Apply a market test – don’t ask for the moon and stars!

• Consider which procedure is right for you – pens / houses

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The Contract Notice...

• Must be exacting in it’s needs and adequately describe the procurement

• Can often be the point of challenge in any procurement – wrong CPV Codes (category), wrong NUTS code (location) etc

• Is usually the only notification to market and is driven by a defined timescale – 37 days.

• Is where most mistakes happen –impact = no or zero response

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A London Borough wish to appoint an Architect for the redevelopment of a housing site they have. The Contract Notice is seeking Expressions of Interest from Architects for the scheme it has been published today.

Look through there are 6 mistakes which you should try and find.

In teams. See if you can spot them.

Break

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The mistakes are:

• II.1.3 the wrong box is highlighted, should be public contract not framework

• II.1.8 the contract is not divided into Lots

• II.2.3 the contract is not subject to renewals (it is a one off)

• IV.1.1 It cannot be accelerated restricted procedure these days for the reason given

• IV.1.2 minimum number of 2 to tender is considered too low

• IV.3.4 with the notice being published today the return date is too soon

If you find any more you get brownie points!!

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Important to note...

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Five recent ‘notes to self’

• Test for Equality and Diversity – Process for assessment and how it is monitored needs to be included in recommendations reports.

• Financial Standing – D&B, insurance, turnover thresholds, accounts.

- Cannot use one of the criteria to exclude a candidate – can use as part of the reasoning but not all. It all has to be proportionate.

• Tax Compliance – statement required in procurement documents to promote tax compliance. If the statement is negative, the onus is on the Contracting Authority to reject the candidate.

• Social Value Act 2012 – Encourages the supply chain to contribute to a local provision as a result of winning the contract. Be clear in strategy of the expectation, put in the PQQ as a brief and measure in the ITT (Caution – Framework Agreements)

• Exclusion for Past Misconduct – Forposta (Poland) were omitted from the tender process on that basis of past performance and challenged. Regulation 23 (4) allows for that to occur but you must include the ‘discretionary; clause in the PQQ and determine what is or is not appropriate conduct. Must be over a set period e.g. 3 years. They must be responsible for the failure!

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BUT!!!!!

The rules are about to change!

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EU Procurement Changes

• In July 2013 final negotiations completed between EU and its member states on changes to EU Procurement Rules.

• Final confirmation of the negotiated changes will be released this Autumn with changes to be implemented (become law) by June 2014.

• Timeframes for change are to allow the UK to take advantage of the benefits as soon as possible as it removes a significant number of ‘bureaucracy” and can help the UK economy by procuring contracts faster, less costly and invite greater competition

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• Principles for transparency will not change

• Same rules are going to apply (so you have not wasted your time here!) but with some flexibility.

• Emphasis on assessing quality and innovation – MEAT becomes standard / new process to encourage innovation.

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What are the key changes ‘expected’

• Public Sector organisations that have subsidiaries need not tender the requirements and ask the subsidiary to bid via OJEU if they Contracting Authority has a decisive influence over the subsidiary, the subsidiary does more than 90% of the work or has no private equity investments .

• Much simpler process of assessing bidders’ credentials, involving greater use of supplier self-declarations, and where only the winning bidder should have to submit various certificates and documents to prove their status.

• More freedom to negotiate – constraints on using the negotiated procedure have been relaxed, so that procedure is available for any requirements that go beyond “off the shelf” purchasing.

• Poor performance under previous contracts is explicitly permitted as grounds for exclusion.

• The distinction between Part A and Part B Services has been removed, and a new light-touch regime introduced for social and health and some other services. There will be OJEU advertising and other specific obligations for this new light-touch regime, but a much higher threshold has been agreed

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• Electronic marketplaces for public procurement are expressly permitted, removing any doubt as to their legality.

• The statutory minimum time limits by which suppliers have to respond to advertised procurements and submit tender documents have been reduced by about a third. This flexibility could be helpful for speeding up simpler or off-the-shelf procurements, but still permits longer timescales for requirements where bidders will need more time to respond.

• NOTE The directive includes a binding commitment on the Commission, to review the economic effects on the internal market as a result of the application of thresholds, which could lead to an increase in the thresholds, which have been broadly static for 20 years. The review must happen within 3 years of the directive’s transposition.

• Insolvency and Contract Variations – significant changes (scope – up to 50% value change if its the contracting authority making the change; value increases can be agreed of up to 5% of the contract value provided it remains below EU thresholds; transfer of business following insolvency is permitted without needing to retender) dealt with under the new rules.

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• Legal clarity that buyers can take into account the relevant skills and experience of individuals at the award stage where relevant (eg for consultants, lawyers, architects, etc).

• Improved rules on social and environmental aspects, making it clear that:

- social aspects can now also be taken into account in certain circumstances (in addition to environmental aspects which had previously been allowed).

- buyers can require certification/labels or other equivalent evidence of social/environmental characteristics

- e-procurement will become mandatory

- improved safeguards from corruption:

- safeguards against conflicts of interest

- provision against illicit behaviour by candidates and tenderers,

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• encourage and allow preliminary market consultation between buyers and suppliers, which should facilitate better specifications, better outcomes and shorter procurement times.

• Turnover cap has been introduced to facilitate SME participation. Buyers will not be able to set company turnover requirements at more than two times contract value.

• A new procedure has been introduced: the “Innovation Partnership” procedure. This is intended to allow scope for more innovative ideas. The supplier essentially bids to enter into a partnership with the authority, to develop a new product or service.

• The full life-cycle of costings can be taken into account when awarding contracts; this could encourage more sustainable and/or better value procurements which may save money over the long term but appear more costly on the initial purchase price.

• Development Land Agreements no longer under threat of eu challenge –provided that a deal to build is significantly influenced by the requirements of the contracting authority,

.

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• E-certis

- “E-certis” will be a central, on-line point where suppliers can find out the type of documents which they may be asked to provide in any EU country, even before they decide to bid. This should be of particular help when suppliers wish to bid cross-border, as they may be unfamiliar with the detailed requirements of other EU Member States.

- This includes a new European Procurement Passport (renewable every 6 months).

- Organisations can had 90% of any PQQ ready to go

- Less costly to put together an application

- Easier to assess – tick box approach?

- Speedier procurement (remember the improved timescales)

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Case Study –

Coastal Housing Group


• Affordable Housing Provider

• Swansea

• 4000 Homes

• Major Development Partner with Welsh Assembly

• Focus on local engagement, Service Delivery, Quality and Sustainability

• Big ideas – regeneration, employment, retention and legacy

• Key – People, Contractors, Commitment and Transparency

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The Sweett Commission

• Set up a Development Framework

• Partnering ethos

• Local supply chains

• Value bands

• Cross regional boundaries

• Working with others - CPB

• Big ideas matched with Big Ideas

• Credible number of ABLE providers

• THINK THE SAME WAY AS US

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Workshop – Defining the Need

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Procurement Strategy

Be the best Affordable Housing provider in Wales

Value for Money

Best cost base Competitive pricing

Quality People,, Finish,

Materials, Process

Excellent Customer Satisfaction

Quality Homes KPI Scores

Low Maintenance Costs

No Defects, WLC, Energy Effivciient

Sustainable homes

CfSH Level s 3 -6

Small and Large projects

1 home – 50 homes

Economic Growth

Localism TR&T

Legacy Employment

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Contract Notice

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&

Partners

Bidder’s Event

8th November 2011

Contractor Framework for

Development and Refurbishment

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A3. Quality (10.00%) APPENDIX A (1) Guidance

How will you work with Coastal Housing Groups appointed Clerk of Works during

the contract and at Practical Completion to ensure smooth completion of the

snagging process , handover of o&m manuals and health and safety

information?.

Detailed proposals for dealing with

contract works and snagging. Clear

willingness to work with the clerk of

works and understanding of process.

Propose how you will manage quality control including your commitments to

manage and respond to defects within a defined policy and procedure that you

have adopted. Support with a practical example to demonstrate how this works

in reality.

Outline the processes you have in

place in terms of defect management

and quality control. Provide

examples of how you tackle defects if

they arise.

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A4. Risk Management (8.00%) APPENDIX A (1) Guidance

(a) How will you contribute to the management of Health & Safety risks

on site and on completed projects?

Understands construction industry

H&S. Shows how they manage their

risks pre-construction and on site.

Understands potential post

completion risks. Corporate

measures in place to manage risks.

(b) Project Crisis

(i) How will you manage a project that is in crisis? Your response should consider

but not be limited to identifying a project in crisis; how the business and

management team will respond.

It may be appropriate to demonstrate your proposals using an example(s) that

may consider issues related to resources, technical problems, cost, financial

standing, sub-contractors, design, supplies, clients response, engagement of

the project team etc.

(ii) How do you propose to capture learning from the project teams in managing

a crisis? Your response should be supported by the top 5 lessons from previous

projects to show how the process works and how you transferred that in to

new projects.

Provide a detailed account of a real

project crisis which required your

project team to take a lead in

resolving the issue. You should

attempt to demonstrate your

experience and the processes you

follow to reach a satisfactory

outcome and how the learning

gained through the experience is

used to improve your risk

management on future projects and

which will benefit CHG..

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A5. Commercial Approach (5.00%) APPENDIX A (1) Guidance

(a) Please demonstrate how you will balance quality against cost to achieve our

goals. Specifically address cost/value and cost in use across the life of the

development.

Clear proposals for achieving quality

whilst understanding cost

implications. Each stage of the

development process discussed and

addressed.

(b) Please tell us how you propose to help us achieve best value at all stages of a

development project.

Specific proposals of how to deliver

best value at all key stages of

development project. Supported with

evidence.

c) We have provided estimates of the framework pipeline but we expect all

framework partners to help with generating business. How will you source

new development opportunities for Coastal Housing Group and make CHG

your first choice?

Understands mutual benefit of

developing new business.

Understandings changing nature of

Registered Providers development.

Gives proposals for developing new

business and finding sites.

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A6. Continuous Improvement (5.00%) APPENDIX A (1) Guidance

(a) How should previous knowledge and experience be captured and how would

you propose to share this to the benefit of Coastal Housing Group and

Framework Partners?

Structured approach to learning and

avoiding repetition of mistakes.

Systems in place to capture tacit

knowledge.

(a) (b) During the framework there will be changes to legislation, funding

conditions, and lessons learnt from other schemes or installations etc. Discuss

how you will proactively address these issues and how you will ensure such

changes are appropriately integrated to ensure that the risk and impact on the

schemes are reduced for the schemes you will be involved in and for Coastal

Housing Group and their development process. Please include in your response

any imminent changes you are aware of.

Specific proposals and evidence of

being able to update Coastal Housing

Groups on various issues requested.

Proactive approach that ensures

service of the highest standard to the

benefit of the client. Understandings

implications on the client and acts

accordingly.

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A7. Sustainability (8.00%) APPENDIX A (1) Guidance

(a) Coastal Housing Group is currently working with WRAP and their halving waste

to landfill programme to reduce waste and use materials efficiently. How will

you identify and prioritise options to reduce and reuse waste and increase use

of recycled content on projects let through the Framework, and use the SWMP

to help meet our cost saving and waste objectives.

Understanding of halving waste tolandfill initiative and its targets, whilstproviding specific proposals forachieving. Considered discussionregarding SWMPs..

(a) Please outline your selection process for the appointment of a company to

undertake code for sustainable homes assessments. Include an outline of how

the assessor will work with you and CHG and their scope of work covered within

their appointment.

Provide details of your selection andevaluation procedures for theappointment of code for sustainablehome assessors and outline how theirinput will be delivered.

(a) How will a code assessor provide practical and value for money solutions for a

social housing client particularly in order to meet the higher standards required

to achieve level 4 approvals.

Provide real examples of how codelevel 4 requirements have beenprovided in a practical and value formoney sense.

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A8. Targeted Training & Recruitment Training Plan (5.00%) APPENDIX A (1) Guidance

(a) Can you give practical examples of how you would engage with agencies that

work with young people and long term unemployed to fill the positions created

by targeted recruitment and training clauses?

(b) How would you involve the Client in the recruitment of the TR & T

requirements?

(c) What TR & T monitoring measures would you put in place to ensure you

delivered on your TR & T responsibilities?

(d) What actual Community Benefits would envisage you could deliver through

your Corporate Social Responsibilities Objectives/Policy?

(e) Provide a detailed plan for TR&T including commitments to employment,

apprenticeships and training for every £0.5M of turnover achieved within this

framework. The plan should be an annual plan and targets and reflect a

turnover of £0.5m per annum.

Identify relationship and strategies that have and will be developed to meet your TR&T plans.

Insert Sweett Slides

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Stakeholders

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- RACI

- Follow through the process

- Implement strategy

- Decision makers

- Satisfied with results they produce

- Applied the scoring regime and weightings they set

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No. Contractor Section E - Experience

Question 17 - Experience

1.1 - Med and High Density

1.2 - Low Density and Rural

2.1 -Affordable Housing

2.2 - Private Sale & Market Rent

(/4) % 1.0000 (/4) % 1.0000 (/4) % 2.0000 (/4) % 2.0000

1 Wilmott Dixon 3 75 0.7500 3 75 0.7500 3 75 4.0000 3 75 1.5000

2 Midas 3 75 0.7500 3 75 0.7500 3 75 1.5000 3 75 1.5000

3 Dawnus 3 75 0.7500 3 75 0.7500 3 75 1.5000 3 75 1.5000

4 Wates 3 75 0.7500 3 75 0.7500 3 75 1.5000 3 75 1.5000

5 Vinci 3 75 0.7500 3 75 0.7500 3 75 1.5000 3 75 1.5000

Rank

CommentsRank in scoring pre CDM

ContractorCDM Assement

1 Very impressed with the examples from around the country - well presented. 1 Wilmott DixonPass

2Good submission and strengths in the business - experience was not very descriptive

but demomnstrated their ability. 2 Midas Pass

3Good variety of work across the themes of the pqq - some repetitive. Demonstrates

good examples. 3 Dawnus Pass

4 Some very good experience from across the UK and some local. 4 Wates Pass

5 Some very good experience from across the UK and some local. 5 Vinci Pass

Exercise Time

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Tender Question - Exercise

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• As a local company, how might you emphasise that you have a number of advantages?

Tender Question Answer - Exercise

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Wrong Answer:

� The Council should give contracts to local companies as a matter of course, because

it retains profit in the area and improves local employment levels.

Right answers:

� Lower Cost Base

� Close proximity to client : Allows customers to change their requirements at short

notice

� Local knowledge: Specialised knowledge of local issues or local communities

� Fast response time, leading to better and more flexible service

� Improved environmental impact of shorter travel distance; potential economies of

expenses

� Commitment to sustainable procurement (Investing in Local Supply Chain)

� Corporate Social Responsibility (Community Investment & Involvement)

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ITT Weightings

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Background for ITT Questions

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PQQ Success –

Onto the Next stage

ITT Returns

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• Formal receipt

• Tender opening

• RACI – Team formed (specialists)

• Known format (PQQ)

• Clarifications

• Pricing Summary

The interview

• Clarification interview

• Panel

• Key criteria – present your proposal

• Key criteria – additional attendee for TR&T

• Demonstrate you can deliver

• What sets you out from all the rest

• Do you think the same as us?

78

40

Nearly there!

Winning factors

• Confidence

• Competence

• Could deliver

• A can do attitude

• Different from the rest

• Leadership and willing to lead

• Knew the client but never worked with them before (homework)

• Left the client excited to do business with them

• TR&T – not just operatives but office skilled people

41

Contractors View

81

Well Run process from start to finish

Up front research and understanding of Client

pays dividends

Challenging questions that made team think.

Page restrictions mean that responses are succinct and to the

point

Result =

1st - 85.938%

Is it worth it?

EU....2014

Business

Selecting the right provider for your contract