Principles of partnering presentation rev1
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Principles of Partnering
Kim Newman
MCIPS, MInstLM, MBIFM, MCMI
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Purpose
To provide an overview of the principles of Partnering
To explain what Partnering really means To explain what benefits it can provide, and
what challenges may need to be faced
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Background to Partnering
‘Win-win’ relationships are not a new idea Initially developed in the early 1990’s Egan – Rethinking Construction Practices developed and refined over the
past decade Now we now a lot about building partnering
relationships The concept is simple, the practice is more
involved
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What is Partnering? Partnering exists where two, or more, organisations
develop a close and, generally, long-term relationship to work together as partners
Other names for this have included ‘Partnership Sourcing’, ‘Proactive Purchasing’, ‘Co-makership’ and others
It isn’t philanthropy: the aim is to secure the best possible advantageous position for both parties.
The principle is that teamwork is better than combat A Partnering relationship works because the parties
have an interest in each other’s success
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What is Partnering? There is no standard model There are a number of interpretations of the basic
idea Partners regard themselves as part of the same
team with the same aim: to ensure that the end client is delighted
Even if the size of the Partners differ, they each have rights and responsibilities in making the Partnering relationship work
Partnering is not an end in itself or a panacea, but a means of strategically and continuously managing the business relationship to mutual advantage
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Strategic Partnering
Strategic Partnering means sharing: Knowledge and information Challenges and solutions Risks and rewards Visions Resources and/or facilities
And requires teamwork, also Mutual trust Understanding
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Define what you want from the Partnering relationship Agree the style of the relationship
Result – A committed and open approach to Partnering Agree tangible objectives
Result – Defined and agreed objectives for the Partnering Relationship
Agree continuous improvement Result - Agreed targets and mechanisms for measuring
performance Exit strategy
Result – A mutually agreed exit strategy Commit to a Partnering relationship
Result – Legal contract
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Mutual Objectives
The proposed Partnering relationship must fit in with the organisations strategic plan
Partners must identify, understand and support each others objectives and work together to translate their individual objectives into common objectives, reflected in a Partnering Charter and strive to achieve the same goals
Key objectives often include: Minimise the cost of working together Gain advantages Delighting your customer
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Continuous Improvement
A feature of all Partnering arrangements is the ability to continuously refine and improve processes
Performance indicators and customer satisfaction feedback provide valuable data
Apply lessons learnt Carry out constant reviews of performance vs
targets/objectives Recalibrate targets/objectives
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Measuring Success Performance indicators should be established that are:
Objective Easy to record Target real improvement Can be monitored and controlled without creating a
burden Though some benefits are normally evident fairly quickly,
the full return may not be visible for a while Like any process of continuous improvement, the
rewards accumulate constantly Many of the rewards are qualitative so measurement
cannot be exact
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Partnering Lifecycle 0 – 3 months
Awareness Knowledge
4 – 6 months Assessment of requirements Supplier selection
7 – 12 months Working together Value creation
12 – 24 months + Staying together Exit strategy
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Legal contracts
Bespoke forms Strategic Partnering Agreements PPC2000/TPC2001 NEC Partnering Option X12 JCT98 non-binding Partnering Charter
To name but a few………………..
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Partnering Roles Core Group
To meet regularly to review and stimulate the progress of the service/project and the implementation of the Partnering Contract
Client Representative Represents the Client in all matters relating to Service/ Project
delivery Partnering Advisor
To facilitate the smooth creation of the project partnering team, support the Core Group, provide advice and resolve problems
Partnering Facilitator An external party engaged on an ad-hoc basis to run workshops
as required
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Integrating the Supply Team
Previous relationships have revolved around the use of power
Master and servant approach Short term and antagonistic Does not provide security or an incentive to
work together or do better Partnering shifts from traditional practice Power is changed into co-operation
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Integrating the Supply Team Instead the Partners agree on:
Common goals Build commitment and trust Mutual support
Responsibility for developing a partnering relationship rests at the top with a committed board/core team
New duties will demand a range of personal skills and knowledge
Managers will spend less time on paperwork and more time managing relationships on a day to day basis
The best Partners will become an extension of your own organisation
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Early stages of the relationship
Areas that you should pay attention to during the early stages of the Partnering relationship are: Make sure that everyone in both companies is aware of
what is happening, what will happen, and what part they have to play. Communicate progress and listen to feedback
Set up a joint mobilisation team to monitor progress. Look to the future, even if the initial period goes well don’t
think that everything is done and that no further work is required to the relationship
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What makes a Partnering relationship work? Preparation Commitment Honesty Integrity Trust Openness Shared values Monitoring and improvement Sharing of information and resources Effort Creativity Flexibility
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Partnering – Cause and Effect
CollaborativePartnering
Behaviours Attitudes
Processes TimeMetrics
Mutual respect
Committed
Open/sharing
Trust
Focus on mutual gains
People involvement
Devolved authority
Pro active
Prevention driven
Relationship positioning
Self regulation
Frequent feedback
Shared success
Shared design
Mutual investment
Learning organisations
Team based
Single sourcing
High switching cost
Infrequent re-sourcing
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Staying Together
Team building Early wins Value workshops Shared planning Coaching and mentoring Risk management Benchmarking Training
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Benefits of Partnering and Integrated Teamworking
Achieve best practice and quality standards
Increase flexibility Reduce administration costs Plan more effectively Opportunities for innovation Transform a supply chain into a value
chain
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Planning, sharing and managing programmes of work
Sharing of programme information Supplier involvement in programme
development Joint programme review Client definition of outputs and standard Supplier implementation of the output based
programme Client quality management
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The Partnering Team
Selecting the team Cross organisational training and
development Managing performance Managing risk and reward Overcoming problems, celebrating success
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Selecting Partners Generally governed by the OJEU procurement process but issues
to consider are: How important is the service? What does the end Client want and need?
Define the criteria for selecting partners Management style Company culture What experience do suppliers have? What has been the suppliers performance to date? How important is your business to a supplier? Does the relationship offer the potential for improvements and
rewards?
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Changing Cultures and Mindsets
For Partnering to work a cultural change is required, as well as a change in mindset of those involved Partnering is not a one-off solution but a culture
that is applied continuously Risk and reward Team work Developing a ‘no blame’ culture Knowledge management Output focus
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Change Management
Scepticism will be rife – inside your own organisation as well as your suppliers
It might be generated by: Incomprehension Unwillingness to change the status quo General fears of the unknown Specific concerns about an individuals future role Or a mixture of several of the above
Change is rarely welcomed, although it is fundamental to survival
Commitment from the top is therefore imperative
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Change Management
Changing attitudes - internal and external Responsibility must not be evaded Problem solving skills must be developed Staff at all levels must be aware of the
benefits
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Communication Dissemination of information throughout the organisation
will ensure that there is an awareness of the potential changes and people are aware of their role in those changes which encourages buy in
Appropriate communication channels must be identified Partnering involves the exchange of information that
previously may have been available only to a few senior managers i.e. Open book accounting
Good communication is almost as vital as trust. Joint management teams Open, frank and constructive dialogue is essential
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Dispute Resolution
3 Stages Partners accept that problems will occur
Problem solving hierarchy for dealing with all problems as they arise, before they become disputes
Reference to a Core Group Alternative dispute resolution procedures
Conciliation Mediation
In a Partnering relationship a disagreement does not signify the end of a relationship, but the beginning of an improvement
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Key Issues
Cost vs price Lowest price is never the sole measure
Long term vs short term The focus is on the long term
Quality control vs quality checks Promotes health rather than curing sickness
Single sourcing vs multiple sourcing Emphasis is on quality Partners Decisive factor is performance
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Potential Difficulties
There are no precise and universal rules The relationship must be tailor made to the
organisations in question Partners must clearly state what they wish to
achieve from the relationship, to do this they must understand their own requirements
Partners must establish both internal and external procedures in order to cope with the new philosophy
The relationship must be managed continuously
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Potential Difficulties
Impatience Arrogance Different cultures Unrealistic aspirations Complacency Reluctance Openness/confidentiality Fear of the unknown
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Summary
Partnering is 95% perspiration, 5% inspiration. Partnering requires more time, not less Requires the full support of all involved Partnering places ‘value above price’ and
‘quality above quantity’ Focuses on continuous improvement Key principle is that the customer and supplier is
in the same business and should work together
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Essential Ingredients The successful ingredients of a Partnering relationship are:
Commitment from senior management from both organisations Recognition that Partnering requires effort from both parties A clear strategy that defines the aims, objectives and long term goals Clear communication of these aims etc, to employees within the
Partnering organisations Clear measurable, value for money benefits Agreed, measurable, and realistic performance indicators Candid, frequent and open communication between all parties Effective mechanisms for dispute resolution An exit strategy that specifies under what circumstances each party
would want to withdraw from the Partnering relationship Above all TRUST!!
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Questions ??