CFW Procurement Workshop October 2016

Procurement Breakfast BriefingJohn ClementVince Hanly

27th September 2016

• About Construction Futures Wales• Construction Supply Chain

• Your Suppliers – What do you expect?• Shopping or Buying?• Your Customers – What do they expect?

• Public Sector Procurement• Buying Locally• PQQ and Tenders

• Meet the Buyer Interviews

Agenda

Construction Futures Wales(CFW Programme)

• Partnership - Welsh Government & CITB Wales• Joint Investment Strategy £3m gross over 3 years• Revenue only programme funding specialist to support

economic ‘growth’

CFW Programme

How can we help you?

• Company Health Check, Full Business Diagnostic, Benchmarking & Strategy Planning

• Events, Networks, News and Reviews• Fully Accredited Leadership & Management Courses

(Cardiff Met / CIM)• Expert Consultancy, Supply Chain Development,

Collaborative Working, Understanding Costs, Sourcing, ISO Standards, Achilles, LEAN, (etc)

How do I access this?

www.constructionfutureswales.co.ukwww.dyfodoladeiladucymru.co.uk

Click ‘Apply Now’ to start the processTwitter: @CFW_Wales

http://www.constructionfutureswales.co.uk/

http://www.dyfodoladeiladucymru.co.uk/

Click ‘Apply Now’ Button!

CFW seeks to support: • ‘Growth’ companies• 10 employees + • Turnover exceeding £500k• Potential for growth & development

How do I access this?

Construction Supply Chain

Construction Excellence Model

Invoice

Cash Flow Diagram

Fundamental Building Blockof the Supply Chain

SUPPLIER CUSTOMER

ANTICIPATE

RESPONSE

OUTPUT

REQUIREMENTS

Customer Requirements

SUPPLIER CUSTOMER

ANTICIPATE

RESPONSE

OUTPUT

REQUIREMENTS

• Specification• Quality• Cost • Delivery• Guarantee/Warranty• Safety• Sustainability• Relationship• Hassle Free• Etc.

Supplied Product Or Service

SUPPLIER CUSTOMER

ANTICIPATE

RESPONSE

OUTPUT

REQUIREMENTS

• Specification• Quality• Cost • Delivery• Guarantee/Warranty• Safety• Sustainability• Relationship• Hassle Free• Etc. Minimum

Requirement

Anticipating Customer Requirements

SUPPLIER CUSTOMER

ANTICIPATE

RESPONSE

OUTPUT

REQUIREMENTS

• Short Term Needs• Future Needs• Added Value

• Cost Down• Higher Spec’s• Emerging Technologies• Additional Services• Etc.

Desired Customer Response

SUPPLIER CUSTOMER

ANTICIPATE

RESPONSE

OUTPUT

REQUIREMENTS

• Ongoing Business• Increasing Business• Feedback• KPIs• Schedule/Forward Plan• Collaboration/Partner• Recommendation• Etc.

Brand

Relationship Value

Product / Service ValueProduct

Performance

CustomerExperience

Reputation

Building Customer Value

CUSTOMER

VALUE

Building Customer ValueTwo Faces of Customer Value

Value of your Companyto the Customer

Value from Customerto your Company


Value of your Companyto the Customer

• Value of Products & Services– Quality– Cost (Parts, UK Landed)– Flexibility & Speed– Complete Business Solution

• Value of Relationship– Trust– Knowledge & Expertise– Convenience– Network Links

• Value of the Brand– Confidence (Investors,

Suppliers & Customers)

► Deliver Performance► Improve Processes & Systems► Material Control & CD programme► Promote C.I. & Innovation► Develop Organisation

► Foster Customer Relations► Professionalism & Delivery► Use All Resource & Develop more► Use WG, CFW, SMART, Forums etc

► Protect the Brand► Choose the Right Customer► Choose the Right Projects

Your Priorities

Your Value Proposition

Value from Customerto your Company

• Cash In– Healthy Balance Sheet– Investment for the Future– Grow Company Value– Support Local Economy

• Customer Intelligence– Knowledge Gained from Customer– Customer’s Influence on Others– Recommendations

• Customer Lifetime Value– Long Term Partnerships– Drives Continuous Improvement

► Appropriate Margins► Only Value Adding Customers► Disinvest when Necessary► Promote Our After-Sales Services

► Focus on Existing Clients► Innovate Products & Services► Marketing by Customer Case Studies► Actively Seek Referrals

► Formalise Assessment Method► Manage / Influence Product Life► Use Data to Drive C.I. Programme


Your Priorities

Exercise

Who Are Your Top ‘Quality’ Suppliers?Material, Service, Plant and Equipment, etc.

What makes them good?

(In table groups for 10 minutes)

Supplier PartnershipsMatching Values

Delivery Excellence

Stro

ngly

Dis

agre

e

Disa

gree

Parti

ally

Agr

ee

Agre

e

Stro

ngly

Agr

ee

1 Our work quality always meets the customer's expectations2 We are always on time for a job3 We respond promptly and flexibly to GM Jones' requests4 Our paperwork is completed immediately at job finish5 We complete work on time and within budget

Customer First

Stro

ngly

Dis

agre

e

Disa

gree

Parti

ally

Agr

ee

Agre

e

Stro

ngly

Agr

ee Open & Honest

Stro

ngly

Dis

agre

e

Disa

gree

Parti

ally

Agr

ee

Agre

e

Stro

ngly

Agr

ee

1 We always know GM Jones' requirements 1 We always communicate honestly with GM Jones2 We always know GM Jones' customer's requirements 2 We never falsify records or over-bill3 We respond promptly to all our customers 3 We never accept bribes from clients4 Our quality of work is excellent 4 We wont toleate the theft of equipment or materials5 We actively build good relationships with all our clients 5 We have an open book policy / transparency for key clients

Healthy & SafeSt

rong

ly D

isag

ree

Disa

gree

Parti

ally

Agr

ee

Agre

e

Stro

ngly

Agr

ee Innovation

Stro

ngly

Dis

agre

e

Disa

gree

Parti

ally

Agr

ee

Agre

e

Stro

ngly

Agr

ee

1 We always provide risk assessments for each job 1 We are always looking for better ways of doing things2 GM Jones provide Health & Safety information for each job 2 We operate a Continuous Improvement scheme3 We always abide by site safety rules 3 We use the most efficient construction methods4 When a hazard is spotted its acted upon 4 We are always looking for latest equipment developments5 We operate our own H&S Management System 5 We actively watch our competitors innovative solutions

Care of Envirnoment

Stro

ngly

Dis

agre

e

Disa

gree

Parti

ally

Agr

ee

Agre

e

Stro

ngly

Agr

ee Supplier Partnership

Stro

ngly

Dis

agre

e

Disa

gree

Parti

ally

Agr

ee

Agre

e

Stro

ngly

Agr

ee

1 We do Environmental Impact Assessments for each job 1 We value GM Jones' as a key strategic partner2 GM Jones provide Environmental information for each job 2 We are seeking to build our relationship with GM Jones3 We always seek to minimise & segregate waste at site 3 We contribute innovative solutions for GM Jones4 We always seek to reduce our energy usage 4 We have our own secure supplier base5 We operate our own Environmental Management System 5 We seek a win-win situation with all customers & suppliers

Supplier Self Assessment Form

The Supply Chain

Construction Supply Chains can be ComplexYou are both Supplier & Customer

You have multiple Suppliers & multiple Customers

Shopping or Buying?

“We can all Shop but greatest business benefits come from Buying”

STEP 1 Identify Customer

Requirement

STEP 2 Identify

Potential Suppliers

STEP 3 Evaluate Suppliers

STEP 4 Place Order

STEP 5 Manage Supplier

Performance

Buying Cycle

Categorisation of Purchased Items

1. Variety of goods– Raw materials– Semi finished and components– Finished Goods– Tools– Consumables

2. Subcontractor Services– Maintenance / Repair– Operational– M & E

3. Capital Equipment4. Lease / Hire Equipment5. Technology

– Instrumentation & Test– etc.

Product Portfolio Matrix Peter Kraljic

Complexity of Supply

Importance to Company

Categorisation of Purchased Items

Importance to Company

• Annual spend on component• Items used in high profit products • Items used in a large number of products• Items used on a bottleneck resource• Items used in a new product, which is vital to future

growth• Cost of non-availability is high• Others?

Supply Complexity

• Item is in scarce supply• The pace of technology change is high• Impossible to use an alternative e.g. Patent, FSC etc.• Barriers for a new supplier to enter the market are

high• Logistics cost of buying item is high• Supply risk e.g. single source• Length of Supply Chain• Spend with supplier is low

Product Portfolio Matrix

Importance

Com

plex

ity Hig

hLo

w

HighLow

Non-Critical

Handle Efficiently

Bottleneck

Ensure Supply

Leverage

Exploit Market Potential

Strategic

Cooperate

Non-Critical – Characteristics

• From 80:20 rule usually represents a large number of small value items

• Necessary for smooth running of business• Does not represent a major supply risk as say more

than 5 suppliers• Does not have a major impact on business, say

represent less than 1% of annual spend

Importance

Com

plex

ity Hig

hLo

w

HighLow

Non-Critical

Handle Efficiently

BottleneckEnsure Supply

LeverageExploit Market

Potential

Strategic

Cooperate

Non-Critical – Purchasing Tips

• Make purchasing process efficient• Negotiate contracts with a few sources• Review annually• Use blanket orders for call-offs by users• Product standardisation• Minimise deliveries through grouping• VMI

Importance

Com

plex

ity Hig

hLo

w

HighLow

Non-Critical

Handle Efficiently



Potential

Strategic

Cooperate

Leverage – Characteristics

• Value of purchases are large

• A lot of competition in the market place due to the number of suppliers

• Purchasers generally have significant bargaining power

Importance

Com

plex

ity Hig

hLo

w

HighLow

Non-Critical

Handle Efficiently



Potential

Strategic

Cooperate

Leverage – Purchasing Tips

Exploit Market potential through• Spot buying to get lowest price• Work with suppliers on value analysis and cost

reduction exercises• Try to negotiate fixed price contracts if market

prices are likely to increase• Group demands together to become a more

important customer.

Importance

Com

plex

ity Hig

hLo

w

HighLow

Non-Critical

Handle Efficiently



Potential

Strategic

Cooperate

Bottleneck – Characteristics

• Items may be subject to patents

• Requirement to certify suppliers

• Items or finished products with high legislation

• Specialised technology

• Customer specified supplier

• Potential supply risk because few suppliers and leverage with suppliers is small due to low value of items

Importance

Com

plex

ity Hig

hLo

w

HighLow

Non-Critical

Handle Efficiently



Potential

Strategic

Cooperate

Bottleneck – Purchasing Tips

• Short term - secure supply through contracts or investing in inventory

• Longer term - seek to find alternatives with a wider potential supply base, through re-design or re-engineer

Importance

Com

plex

ity Hig

hLo

w

HighLow

Non-Critical

Handle Efficiently



Potential

Strategic

Cooperate

Strategic – Characteristics

• Specially designed products

• Critical to competitive advantage

• High value items

• Some leverage with suppliers due to high value items

• Items with Unique Investment

Importance

Com

plex

ity Hig

hLo

w

HighLow

Non-Critical

Handle Efficiently



Potential

Strategic

Cooperate

Strategic – Purchasing Tips

• “Make v Buy” decision

• Acquisition

• Team decision

• Contingency planning and risk analysis

• Development of long-term supply relationships

Importance

Com

plex

ity Hig

hLo

w

HighLow

Non-Critical

Handle Efficiently



Potential

Strategic

Cooperate


Requirement

STEP 2 Identify

Potential Suppliers


STEP 4 Place Order


Performance

Buying Cycle

Purchasing Specification

• Accurately relay requirements of specifier/user• Unambiguous: cannot be distorted or misinterpreted by

supplier – (Especially if buying from overseas)• Consider a ‘Golden Sample’• Certification • Delivery window• Follow on Training• Don’t forget T’s & C’s• Mini PQQ or Tender?• Have in your mind’s eye what an Ideal Supplier looks like

An Ideal Supplier

ÒCriticalBehaviourÓ

ÒCritical PerformanceÓ

Low

Low

Med

Med

High

High

QualityCostDeliveryTechnical

ProactiveResponsiveInnovativeSolution-finder

Critical Behaviour

Critical Performance

Identify Potential Supply Sources

• Current Suppliers• Sales Representatives• Information databases• Experience• Trade Journals / Associations• Trade Directories• Industrial Trade Shows / Exhibitions• Second-Party or Indirect Information i.e. CFW• Internal sources or external contacts• Internet Searches

Limit SuppliersMini PQQ/Tender

• Financial risk analysis and reputation• Evaluation of previous performance• Evaluation of supplier provided information through

preliminary survey or third party certification• Potential Barriers

– Geography– Country politics / language– Competitors– Size of supplier– Currency risks


Requirement

STEP 2 Identify

Potential Suppliers


STEP 4 Place Order


Performance

Buying Cycle

Method of Supplier Evaluation

• Competitive tendering• Evaluation of supplier provided information

– Use of initial survey• Supplier visits

– Use of cross functional team• Use of preferred suppliers

– Current performance data• External or third-party information

– E.g. Dunn and Bradstreet• Evaluation of sample products

Key Supplier Evaluation Criteria

• Management Capability• Personnel capabilities• Cost structure• Total quality performance, systems and philosophy• Process and technology capability• Environmental regulation compliance• Financial stability and capability• Delivery performance and planning systems• E-commerce capability• Supplier purchasing strategies• Long term relationship potential

Select Supplier

• Enter negotiations to agree specific details• Make decision• Notify agreement• Develop contract• Continuously monitor


Requirement

STEP 2 Identify

Potential Suppliers


STEP 4 Place Order


Performance

Buying Cycle

Purchasing Strategy

Purchasing StrategyProcurement Optimisation

• Supply base optimisation– Determine appropriate number and mix of suppliers– Preferred Supplier List– Group Purchasing

• Total Quality Management of Suppliers– Use of quality techniques to develop a philosophy of zero defects and

continuous improvement• Global Sourcing

– Usually adopted to provide immediate cost reduction• Long term Supplier relationships

– Usually > 3 year period, Win-Win, critical items, increased involvement, exceptional performance, unique technological expertise, NPI

• Supplier Development– Facilitate development with suppliers that currently lack capability but do

not want to eliminate• Total Cost of Ownership

– Introduces the total cost of purchasing and not just price

Getting Prepared

Exercise:

Where is your organisation now?

Individually for 10 minutes

Are

you

REAL

LYTh

is go

od?

Are

you

REAL

LYTh

is go

od?

All managers are active inside andoutside the organisation inpromoting improvement activity.Continuous improvementis the culture and businessphilosophy.

Strategic direction visibly achieved. People’s success recognised by leaders at all levels. Innovation andcontinuous improvement is theculture throughout the organisation.

Staff morale is high and exceedsthe competitive benchmark. Thefull potential of all people is being realised to achieve thestrategic direction.

All the companies resources are deployed to meet agreed policies andstrategies. Benchmarkingagainst the ‘best in class’ is a keyresource improvement driver.

System ensures all stakeholders’ needsare met by existing and new productsand services. Customers find it easy todo business. Continuous feedbackcauses improvement and innovation.

Benchmarking against otherorganisations shows employee satisfaction is high and has animproving trend. Two-wayappraisal is taken as ‘the norm’.

Data is gathered and views sought from local society and employees, andis used in business planning. Theorganisation has received formalrecognition of environmentalperformance.

The organisation performanceexceeds external benchmarks andstakeholders are proud to beassociated with us. A commitmentby all to improve our businesscontinually is our culture.

Customer commitment is beingdelivered by all processes and relation-ships. Improvement and innovationexceed customers’ expectationsand the competitive edge is beingincreased.

Managers are willing to ‘let go’and empower people to becomeinvolved in improvement teamsbetween departments and withcustomers and suppliers.

Strategic direction understood by allstakeholders. Visibility championed bytop team. Key success indicators(for example meeting customer needs)are reviewed at all levels in theorganisation.

Employees are allowed to implementimprovement activity without referenceto management. a climate conducive topersonal development and continuousimprovement exists.

All areas of waste are measured andform part of the improvement plans. Data is gathered to form an accurate view of competitors and used in business planning. Financial plans meet stakeholder needs.

Meeting customers needs is seen asthe purpose of the system. Proceduresand operating standards are owned bythe operators, managers and suppliers.Processes are being controlled.

Continuous research exists toidentify and meet individual customerneeds. This research is fullyintegrated into business planning,improvement and innovationprocesses.

Business changes that may adverselyaffect staff are jointly worked on. Dataavailable to show that all employeesfeel responsible for both their jobs &improving the organisation’s capability.

Data shows the organisation ‘betters’legal requirements. Encouragementis given for employees to become involved in supporting localcommunity activities. Publicaware of environmental strategy.

Benchmarking is used to compare results with industry and ‘best inclass’ trends. Differences between targets and results are alwayspublished and available to stakeholderson request.

Managers develop and supportimprovement teams and make timeavailable for them to work. Theycheck progress and recogniseinvolvement, they say ‘thank-you’.

Strategic direction-vision, missionobjectives etc are communicated toall stakeholders. A new culture isbeing developed. Resources madeavailable for continuous improvement.

Delegation of responsibility topeople at appropriate levels takesplace. Appraisal schemes matchthe aspirations of the people andthe organisation.

Decisions are made on the basis of information. Stock is related tocustomer requirements. Processimprovement and evaluation of newtechnology takes place. Planning systems are in use.

Critical processes are owned andthere is support to monitor andimprove them. Ownership isassigned to management whoreview corrective action etc .

The need to meet agreed customerneeds is reflected within the core strategic plans. A customer carepolicy exists and is widelypublished.

Two way internal discussions takeplace and some form of appraisalprocess is used for joint improvementtargets. Communication and feedbackon a broad range of issues happensmorale is good.

Strategic quality planning incorporatesenvironmental and social obligations. Responsibility is allocated to senior managers. Environment auditstake place. Keen practitioners areencouraged.

Indicators are used to measureprocess and output and availablefor improvement teams. Trendsare monitored and used to settargets. Supplier quality ismeasured and shared.

Management act as a team, ensuretwo-way open communication,become involved in improvementgroups. They agree plans and setpriorities.

Business plans encompass competi-tion data eg. customer satisfactionmeasures. Key points are commun-nicated; individuals understand and accept responsibility.

The management team recognisesthat success comes from employ-ees. Skills training is encouragedand training plans are agreed andaligned to company goals.

Information available-often talkedabout or over analysed but rarelyused to improve. Cash and working capital are seen by all to be important. Stock controls in place.

Procedures have been written andimposed. A bureaucratic system exists with little chance for improvement. Non conformancesare seen as ‘bad’. Systems purpose not clear to operators.

Customer satisfaction measuresare available from surveys. Thisdata is used to set performancestandards and staff have beentrained in customer service.

People’s views are sought throughsurveys. Staff are consulted on improvement but grievances aredealt with by ‘personnel’. Healthare safety are treated seriously.

Environmental and social require-ments are dealt with to conformfully with legal requirements.Policy documents and internalstandards have been written.

Systems exist to monitor anddisplay financial and non-financialindicators. They are communi-cated to staff and improvementtargets indicated.

Management act as Individuals in taking and communicatingDecisions. They promote the Need to develop and improveThe organisation and to setTargets.

Partial business plans exist-onlyconcentrating on financial targets.Plans are not widely communicatedor visibly championed by the top team.

Training is seen as a cost andpeople are employed to do a job.

Resource management tends to bedirected solely at financial areas.Decisions on stock and materials aretaken using hunches and ‘gut’ feelings. Information is ‘kept in people’s heads.

Few procedures exist apart fromfinancial controls. Everyone doestheir best and fire fighting is the norm.Changes are made to fixproblems as and when appropriate.

Customer satisfaction only consid--ered in terms of external compl-aints. Complaints are dealt withwhen they arise with little attemptto find or correct the cause.

Disputes and grievances are resolved as and when they arise.Absenteeism and/or staff turnoverare high. Morale at times is poorand management tend toconcentrate on themselves.

Environmental and social obligationsseen as costly and a threat tocompetitiveness. Damage limitationexercises are used to counter‘problems’. Community worklimited to individuals.

The financial results areavailable and some non-financialindicators published. They are seenas management data by the majorityof staff.

Organisational Self Analysis Chart

Leadership

Policy & Strategy

People

Score 1 2 3 4 5 6 7 8 9 10

Resources

Processes

Customer Results

People Results

Society Results

Performance Results

Score 1 2 3 4 5 6 7 8 9 10

Score 1 2 3 4 5 6 7 8 9 10

Are

you

REAL

LYTh

is go

od?

Score 1 2 3 4 5 6 7 8 9 10

Are

you

REAL

LYTh

is go

od?

Score 1 2 3 4 5 6 7 8 9 10

Are

you

REAL

LYTh

is go

od?

Score 1 2 3 4 5 6 7 8 9 10

Are

you

REAL

LYTh

is go

od?

Score 1 2 3 4 5 6 7 8 9 10

Are

you

REAL

LYTh

is go

od?

Score 1 2 3 4 5 6 7 8 9 10

Are

you

REAL

LYTh

is go

od?

Score 1 2 3 4 5 6 7 8 9 10

Are

you

REAL

LYTh

is go

od?

Public Sector Procurement

Vince Hanly

• Why Buy Locally?• Local Authority/Public Sector Procurement• Selection• What are we looking for?• How will we improve?


Why Procure Locally?

• Transport Costs are Lower and environmental benefits are enhanced

• Stock can be reduced• Communications can be easier• Regenerating of the Local Economy• Local Suppliers are more flexible and accommodating• Shorter times to market (e.g. fresh food)• Supplier Development


• What Public sector clients Should be Working Towards

• Their use of Pre-qualification• Rules re: Below Threshold Values• Do’s and don’ts re PQQ

What Public Sector Clients should be working towards

to assist SME’s

• Publicise Future Programmes especially lower values• Consistent Application of New Rules• Making the most of opportunities ‘below threshold’• Running regular meet the buyer and pre-tender workshops• Know who their local market is and its strengths and

weaknesses• Identifying Opportunities for Joint Bidding and encourage

companies to work together for larger packages• Monitoring Expressions of Interest from Local Suppliers and

how much is being spent in the local economy

And using Pre-qualification

• Less pre-Qualification• Exclude prequalification for below value procurements only asking

‘suitability assessment questions’ CCS• Making it simple• Tell you why we’re asking• More use of Open Tendering and Dynamic Procurement Systems• Advertise all opportunities (above £25k)• Reviewing what businesses thought (of pre-qualification)

Process Above Thresholds

• Advertise/ select• PQQ process• Evaluation• Invite Tenders• Evaluation• Presentation• Award• Contract/Contract Management

Pitfalls of PQQ Returns

• Late !!• Last Minute(yes it’s obvious)• Submissions are not complete• Learn to upload the information• Keeping Constructionline Registration

Up to Date• When a yes should be a no!• Provide all of the information requested.

Tender Submission

• ON Time!!• Supply all relevant information requested including method

statements(quality)• Upload documentation test first and don’t leave it to the last

minute• Show you have good quality processes for managing your business• A good understanding of the specification and methodology for

delivery• Good quality staff allocated to the project/procurement• KPI’s• Competitive Bids and sustainable• Presentations relevant to the procurement

And Finally for this section…

• If you fail, learn the lessons but don’t give up• Improving access to our business• Best Value• Learning lessons from local business and

SME’s• Share Case Studies and success stories

Exercise

PQQ Questions Tips for Good Answers

In Table Groups

Questions and not so good answers!!

Community Benefits:Provide details of how your plans for this contract would provide additional benefits to the locality of the works.

Questions and not so good answers!!

Community Benefits:Provide details of how your plans for this contract would provide additional benefits to the locality of the works.

All work will be carried out to a high standard, enhancing the facilities of the school. The benefits to the community are facilities that will enable pupils with physical disabilities to move around the school and use facilities without putting them at a disadvantage.

And the good answer would include…

Lower Value Contract• Ongoing competency for

existing apprenticeships/employees

• Working with local communities• Use of local subcontractors• Work experience (CITB/ CYT

etc.)• School visits• Support for community projects• In kind or actual donations to

community organisations

Higher value• Employment Opportunities locally

( detailed commitment) including apprenticeships

• Meet the buyer events/use of local supply chains

• Liaison with schools/colleges etc.• Work experience• Schools/college visits and

presentations• Liaison with Community Organisations• Newsletters• In kind actual donations to

community organisations

Explain what experience you have of design and build contracts. What are the benefits and drawbacks of these types of contracts and how can the drawbacks be mitigated

Question

Explain what experience you have of design and build contracts. What are the benefits and drawbacks of these types of contracts and how can the drawbacks be mitigated

• Experience defined in a similar project to that tendered

• Risk placed on the contractor who may be best placed to manage them(or not!)

• Longer procurement process• Fixed cost for client• Managing quality may be an issue

after award• ‘Unforseens’ may be difficult to

mange and cause conflict


Some work may need to be done during term time e.g. finishing trades and making good defects after completion. Provide a detailed proposal of how you would ensure the safety of pupils, school staff and visitors.

Question

Some work may need to be done during term time e.g. finishing trades and making good defects after completion. Provide a detailed proposal of how you would ensure the safety of pupils, school staff and visitors.

• Cordoning• Programme with Head Teacher

and schools• Training of staff and employees• Health and safety Policy• Addressing risks(injury etc.)• Depending on building, CRB

checks?• Supervision• Liaison with customer/client(not

to interfere with general operation)


Provide details of response times for different types of defect.

Question

Provide details of response times for different types of defect.

Good response would include:• Response would link to level of

identified priority (1-4) 1 is critical/emergency

• Include allocated resource and designated/supervisor/staff to manage

• Zero defect policy?• Customer/client liaison meeting• Final signoff by Customer and client• Policy


• Please provide details of how you would manage waste on site

Question

• Please provide details of how you would manage waste on site

• Site waste management plan• How waste will be segregated• Commitment to 0% to landfill• Designated responsibility• Innovative ideas• How subcontractors will be

required to do on site• Targets• How this has been dealt with

on a similar scheme


Any Questions?

Meet The Buyer

Meet The Buyer

• Be on time (20 to 30min appointment)• Ideally in clean clothes can be corporate wear• First Impressions• Examples of work including ‘other’ skills, services or

products’• Business Card• Brochure/Memory Stick??• Your Web Site – working, up to date e.g. 2011 Tweet!• Carry out /follow up committed actions

Summary

• Look at you current company performance– Look at the ‘Gaps’

• Look on “Sell 2 Wales” • CFW Events• CFW Meet The Buyer• Consider CFW 1:2:1 Support to help• Presentation will be on CFW website

Any Questions?

Thank You

[email protected]: 07795 623189

mailto:[email protected]

Back Up

Questions at PQQ

C – 2f

Explain what experience you have of design and build contracts. What are the benefits and drawbacks of this form of procurement? Provide up to three recent and relevant examples.

Text max 500 words

It is advantageous if the supplier can demonstrate relevant experience and understanding of design and build contracts. SCORED

What’s good about working with ?????

• Regular and repeat business

• Payment on time• Association with a quality

outfit• Working alongside the

guys• etc

What could be better?

• Communication about up coming work

• Communication about job detail

• Scheduling of trades• Availability of materials• etc

Supplier Partnership

Buying CycleSTEP 1

Identify or Anticipate Material or Service

needed

STEP 2

Evaluate Potential Supply Sources

STEP 3

Select SuppliersSTEP 4

Place the Order

STEP 5

Continuously Measure and Manage Supplier

Performance

Recognise need for Supplier Selection

• Purchase Order/ Requisition• New product or service development• Supplier not supportive of your company• Poor supplier Quality or Delivery• Reduce Risk• Reduce Cost

CFW Procurement Workshop October 2016

Small Business & Entrepreneurship

Transcript of CFW Procurement Workshop October 2016