Supply Chain Strategy. Edition

Size: px
Start display at page:

Download "Supply Chain Strategy. Edition 01-2014"

Transcription

1 Supply Chain Strategy Edition

2 Contents Executive Summary Mutual Benefits of the Supply Chain Subcontractor Relations Guidelines 05 Levels of Engagement 07 Introduction Tiered Supply The Chain VINCI Group Local Community & Small Business 11 Performance Management 13 Communicating Performance to Supply Chain Partners 15 Selection and Verification Summary 17 19

3 The purpose of our Supply Chain Strategy is to support the VINCI Facilities vision to exceed the expectations of all our stakeholders, be the preferred construction, facilities and associated services partner for our clients and be the benchmark against which our competitors are measured. Our mission is to create and maintain great places to live and work, listening to what our customers need and provide innovative solutions that add value, delivered by excellent people who care. In order to fulfil our vision and mission a strong supply chain strategy is essential.

4 Executive Summary Working to build a better busines Integral to our Supply Chain Strategy is our Subcontractor Relations Guidelines that spells out six fundamental commitments made by the VINCI Group. They reflect the importance of developing strong and mutually beneficial relationships with our supply chain based on fairness, trust and reliability. With this in mind we seek to develop collaborative relationships across all service sectors and to work with likeminded organisations of all sizes, to provide a service based on agreed commercial and operational objectives. We have three tiers of supply chain partner: Tier 1 - Strategic Partner Tier 2 - Preferred Partner Tier 3 - Approved Partner The level of engagement is dependent upon spend and level of risk associated with the service being provided. This ensures that resources are efficiently allocated across the supply chain. While continuous improvement is embedded within our culture, we have found that the great challenge has been finding the way to ensure our teams focus on the right things - the things that really add value to our customers and also help us to be a long-term, financially viable, environmental and socially responsible business. 1

5 FM Project Directory Our VMOST tool (Vision, Mission, Objectives, and Strategies) is a framework we have adopted to ensure we deliver on our commitments. It has two main purposes: It keeps our team focused on our business vision and mission and highlight areas for improvement. It ensures we have clear plans for the future and can measure progress against our improvement plans and tactics this is our Annual Operating Plan (AOP), To exceed the expectations of all our stakeholders, be the preferred construction, facilities and associated services partner for our clients and be the benchmark against which our competitors are measured Create and maintain great places to live and work, listening to what our customers need and providing innovative solutions that add value, delivered by excellent people who care H,S & E: Improve our H, S & E performance by 15% towards zeroharm Profit: Achieve our profit target Cash Balance: Achieve our target cash balance Quality: Improve our right first time performance by 10% People: Improve employee engagement scores by at least 5% Community: Increase our participation in the communities we work in by 10% Supply Chain: Ensure we have value adding supply chain strategies across the business Customer Engagement: Maintain our average customer satisfaction above 85% Growth: Achieve a 10% growth year on year from 2014 A B Deliver a Increase our resilient and success in cost effective winning work quality service to our customers STRATEGIES OBJECTIVES MISSION VISION C Ensure industry leading health, safety and environmental performance D Provide a positive contribution to the wider society SUPPORTING TACTICS E Support and anticipate the needs of our customers & deliver innovative solutions F Create an environment in which our team can maximise their potential 2

6 Executive Summary Our supply chain partners are key players within this framework, where everyone has a clear line of sight of how the activities they are required to undertake contribute to our customer, community and corporate goals. Part of this framework involves monthly performance reviews of our supply chain against targets, with feedback communicated to them. We have an inclusive approach to supply chain selection and work with all sizes of company, both locally based and nationwide. We take great care in selecting our supply chain partners in order to ensure a cultural alignment with VINCI Facilities and that our customers experience a seamless delivery model from day one. Through working in partnership with our supply chain partners we overcome the common obstacles to collaborative working that include: Short-term focus Concerns over visibility and sharing of sensitive information Appetite for risk sharing Cultural differences. Our approach to supply chain management strikes a balance between robust contractual arrangements to safeguard our customers and internal stakeholders, contributing to the wider community and the creation of an environment that enables our supply chain partners to be successful. 3

7 FM Project Directory Mutual Benefits of the Supply Chain Supply chain is one of the stakeholder groups that anchor our sustainable business model. There are mutual benefits between our supply chain partners and other stakeholders. Our supply chain plays an integral role in supporting the VINCI Facilities objective to operate successfully in the long term and through the prudent use of resources ensuring that locally and globally we secure economic success. Supply Chain Customer Quality Satefy Service Sustainability Value Growth Profit Safety Sustainability VINCI Group support Fair commercial relations Early engagement and a collabotaive approach Internal Stakeholders ROI Governance (iportal) Relationship Safety Sustianability Quality, Service and Performance Local Business SMEs Environment and Safety Sustainability Community Engagement Activities Community 4

8 Subcontractor Relations Guidelines Our VINCI Manifesto makes a commitment to being exemplary in all aspects of business. A VINCI working group launched Subcontractor Relations Guidelines as part of that commitment. The guidelines set out core values and commitments behind how the business should engage with our supply chain. The guidelines recognise the importance of the relationships we hold with our supply chain and the impact they have on the successful delivery of our projects. These guidelines act as a framework that we at VINCI can use to influence our long term supply chain strategy as well as how we engage with our supply chain on a day to day basis. The launch of these guidelines complements our supply chain strategy and enhances and underpins the aspirations of our own business in this regard. Our reputation with our customers is extremely important and is influenced through the performance of VINCI Facilities operations. Our performance is intrinsically linked to our supply chain performance; we therefore take great care in their selection and appointment. Through our reporting mechanisms we maintain an ongoing process to ensure that we agree a mutual set of objectives for all services and we review each other s performance in terms of meeting and exceeding objectives, using the following criteria: Quality Safety Service Sustainability Value We select and maintain a supply chain that operates in a nonconfrontational environment, where equal voice is given between VINCI and our supply chain to encourage an honest exchange of ideas and solutions. 5

9 6

10 Levels of Engagement Tier 1 Strategic Supply Chain Small number of partners providing collaborative high end solutions. Tier 2 Preferred Supply Chain Core supply chain providing repeat high quality services. Regular meetings and workshops. Tier 3 Approved Supply Chain Base level qualified businesses, often only used occasionally. 7

11 Tiered Supply Chain Our supply chain is tiered to reflect levels of annual expenditure with the supply chain partner, complexity of the service category and levels of risk involved in the delivery of services or works. A tiered approach ensures an efficient allocation of supply chain and procurement resources, which ultimately delivers best value internally and to our customers. Increasing Risk & Engagement Tier 2 & 3 Local Relationships and SMEs Delivery Driven Approved Supply Chain Partners Tier 3 Minimise admin Cost and Buying Initiatives Approved Supply Chain Partners Tier 1 & 2 Closely Manage Relationship Framework Agreements Strategic and Preferred Partners Tier 2 & 3 Price Driven Bulk Purchase Approved Supply Chain Partners Total Cost / Value Increasing 8

12 Tiered Supply Chain Tier 1 Strategic Partners This tier is where there is a high level of expenditure and or where the service is critical to VINCI Facilities and our delivery model. Here, a high level of collaborative working and planning at solution design stage is particularly beneficial. An example is where VINCI Facilities decides before the commencement of a tender process to partner exclusively with a particular subcontractor or small number of selected partners. Such early engagement brings innovation and co-design opportunities and facilitates the development of a robust, long term working relationship. It is also a very effective way of combining expertise, realising synergies and complementing our organisation s resources in order to make each other s business stronger. Strategic Partners have developed from being Preferred Partners in order to form a more integrated delivery solution for our customers. Strategic Partners have committed people, resources and processes to support collaborative working. We have Framework Agreements in place with this tier to include standard terms, conditions and pricing structures governing future projects with us. 9

13 FM Project Directory Tier 2 Preferred Partners These are partners with whom we spend moderately high values and work with to deliver our key trades that are less complex and more dynamic in nature. As a Preferred Partner, we work closely with them and provide the opportunity to tender for and extend their service delivery across our portfolio. Our collaborative relationship involves regular review meetings and workshops to encourage innovation through continual improvement, exchange of best practice and cooperation. Typically Framework Agreements are in place with this tier of supply chain partner. Our partners have confidence that VINCI Facilities treat their business with due respect, giving positive feedback during review meetings and respecting the agreed payment schedules. VINCI Facilities operate a comprehensive Health, Safety & Environmental training programme, which preferred contractors can use to supplement and extend their own training initiatives. Strategic Partners S St ra r tegic Partnership Preferred Partners For particularly large and/or complex projects we have strategic partnerships with our Preferred Partners. Tier 3 Approved Partners A database of subcontractors for trades that might not be required on a long-term basis or represent low risk, but are necessary to enable us to deliver the complete range of services to our customers; such as one-off services. These services are often low value and provide an excellent opportunity to deploy local SMEs to assist us in contributing to the local economy by investing in the local pound. VINCI hold regular supply chain events by invitation, which is designed to be a platform to update our supply chain on Health, Safety and Environmental matters and our continued endeavours to bring a fully integrated service to our customer s contracts. 10

14 Local Community & Small Business Engaging with local community and SMEs Our supply chain strategy is designed to encourage local suppliers and SMEs. We are fully aware of and embrace our responsibilities to support the local economy and our duty to create jobs and improve people s lives. We have an excellent track record for employing locally based labour. We engage early and often with local communities in which we work to develop mutually beneficial relationships. We make sure we identify and undertake initiatives that draw upon the skills and resources of our organisation to provide a sustainable contribution to the communities in which we work. Our strategy to ensure a cohesive, tangible commitment to social responsibility in the community requires us to work closely with our supply chain. The full potential of what can be achieved will only be realised through a collaborative approach with all key stakeholders working together for the benefit of the community. Our commitment to the local economy and SMEs is demonstrated in a number of ways, for example: We host regular Open Days for SMEs to provide guidance on how to best use Constructionline. We arrange regular Meet the Buyer meetings in various locations across the UK, where we meet local suppliers and provide them with a platform to showcase their capabilities. VINCI Facilities are members of East London Business Place and have invested into the find it in the black country initiative. VINCI Facilities are ready to invest in similar schemes, in other regions. We actively support SME s training needs and systems set up (for example regarding health and safety, development of method statements and risk assessments) so that they flourish when selected to work with us. This is very helpful to small organisations with limited resources, as it provides them with an opportunity to tender for and work on new business with VINCI Facilities, despite the administrative challenges. 11

15 FM Project Directory Enterprise Category Headcount Annual Turnover (Euros) Medium < 250 < 50 million Small < 50 < 10 million Micro < 10 < 2 million Annual Balance Sheet Value or < 50 million or < 10 million or < 2 million Sourcing new products, Green Dragon Day To help introduce innovative green technology to the business, VINCI Facilities has developed a supplier event known as Green Dragon Day. Inspired by a TV programme in which entrepreneurs present business ideas to a panel of dragons, Green Dragon Day brings together green technology start-up companies and suppliers, allowing them to pitch ideas to a panel of experts, demonstrating what their solutions could contribute to VINCI Facilities. At the moment we have an established supply chain, said Head of Sustainability, Victoria Hughes. However an established supply chain can sometimes inhibit innovation and sourcing of new technologies. We really wanted to work with small, local suppliers to stimulate innovation and set us apart in the market. The events have proved a success, with contacts made far in excess of what can be achieved through traditional procurement approaches. Case Study Championing Local procurement At operation level, we always champion local procurement where possible, as this supports the local economy and minimises transport emissions. Our procurement policy commits us to be proactive in terms of environmental, societal and ethical issues, including purchasing of certified goods, local procurement and energy efficiency of plant. Our procurement policy identifies additional steps when procuring goods such as stationery, cleaning products, paints and equipment and identifies, where possible, closed loop recycling opportunities and life cycle impacts. These requirements are cascaded to the supply chain and are addressed in our contractual terms with specific suppliers. 12

16 Performance Management Our supply chain partners performance is measured and managed throughout the term of their contracts with us. This ensures that, in partnership with our supply chain, a service of consistent quality and value for money is delivered to our customers and our VINCI Facilities operations team. Our performance management techniques include the following: Key Performance Indicators (KPIs) Communication of operational performance to supply chain Regular performance benchmarking to ensure value for money is consistently delivered during the term of the contract. 13

17 FM Project Directory Performance Reporting and KPIs When developing KPIs we consider head contract customer requirements and adopt an holistic balanced scorecard approach in order to consider both financial and non-financial aspects of performance. All our subcontractors work closely with our local operations teams to ensure a seamless delivery model. We expect the same standards from our supply chain as we expect from our directly employed staff. Project specific KPIs reflect our customer s head contract and are weighted in accordance with criticality. In addition to project specific KPIs, through iportal we have in place a structured approach to undertaking performance reviews, through which our supply chain is scored periodically throughout the year against criteria including: Safety Sustainability Timeliness Budgets/ Value for Money Quality Customer Satisfaction Recommendation for future use 14

18 Communicating Performance to Supply Chain Partners We provide constructive feedback to our supply chain (both positive and where areas of improvement have been identified). We request remedial action plans from them for areas that requires improvement. We afford our supply chain partners a reasonable length of time to address weaker areas in their service provision. Our methods of subcontractor communication include: Review meetings, workshops and feedback in order maintain a strong relationship. It also facilitates shared best practice in areas such as sustainability and continuous improvement initiatives. Performance trends, communicated via weekly VMOST dashboards. Regular performance reports are produced through V-Nexus (our computer aided facilities management system). Monthly KPI reports. Request for action plans and monitoring thereof within an agreed time frame. Provision of additional training and guidance, where necessary, from our operations managers and central support team. 15

19 FM Project Directory Continuous Improvement As we strive for continuous improvement we use VMOST as the platform to work with supply chain partners during the term of the contract. Through a hierarchy of structured team meetings and workshops, with representatives from our supply chain partners and VINCI Facilities, ideas for improvement opportunities to the service and delivery model are discussed and shared. This approach shapes the tactics we use to make improvements. We are driven by a relentless pursuit of the elimination of waste and continuous improvement so that we can do more of the things that really matter to our stakeholders. Additionally, in collaboration with our supply chain partners, we undertake periodic benchmarking of the service and continually challenge the delivery model to ensure that together we are operating smartly, efficiently and flexibly, with LEAN methods of working. In the interests of transparency we share our benchmarking findings with our supply chain partners. To remain consistent with our holistic sustainable business model our benchmarking approach considers service levels and environmental and social performance, in addition to price. While we have access to substantial internal benchmark data, this is augmented externally, through relationships with organisations including The Royal Institute of Chartered Surveyors (RICS), PML Group (who have in excess of 15 years experience of working with a number of market leaders in FM service delivery and numerous blue chip organisations) and Bernard Williams Associates (BWA), a private Chartered Surveyor and expert in facilities economics able to provide advice on procurement and value engineering. We have an excellent track record of improving efficiency through effective supply chain partnerships in both the public and private sectors. 16

20 Selection and Verification To be considered for addition to our supply chain it is a requirement for all potential partners to register on iportal (www.coinsiportal.com/ supplier/). For stage 1 approval we require that our supply chain is registered with Constructionline (www.constructionline.co.uk). Constructionline is the UK s largest register for pre-qualified contractors and consultants. It has been proven to deliver an excellent service for public and private sector organisations and has been recommended by the OGC Common Minimum Standards and The Local Government Task Force. We have a requirement that our supply chain is accredited under the SSiP (Safety Schemes in Procurement) accrediting authority for their service sector, for example CHaS, Exor, Achilles, SafeContractor, NICEIC, Gas Safe. A full list of accrediting organisations is available at This process ensures that we can give our customers the confidence that the supply chain we use are prequalified and approved to a robust standard and meet legislative requirements. 17

21 FM Project Directory Vendor Registration PQQ & Vetting Customised Forms Supports PAS91 Supports SSIP Relationship Management Records Vendor Selection Categories Messaging Project Assessments Performance Assessment Relationship Assessment Seamlessly integrates Constructionline while allowing direct input by Vendor Constant view on relationships These two registrations provide benefits to the supply chain in terms of visibility to other potential customers and guarantee that our supply chain conform to our exacting requirements of holding appropriate insurances, technical qualification, health and safety accreditations, plus an indication of their capability in terms of value of subcontracts that they can undertake competently. Once registered through iportal, companies are then referred to as an Approved VINCI Facilities Supply Chain Member. Our vetting process means that subcontractors only need to submit their Constructionline and SSiP registration numbers and any project specific details to prequalify for new business with VINCI Facilities. 18

22 Summary Where we work with a supply chain partner to deliver services, we adopt a structured approach to their engagement, selection, evaluation and on-going performance management. Our inclusive Supply Chain Strategy ensures the delivery of a sustainable, integrated and efficient service to our customers at a consistently high standard. Through our VMOST framework we maintain a culture and environment focused on continuous improvement which enables our supply chain partners to flourish. 19

23 FM Project Directory 20

24 Des Pitter Head of Supply Chain, VINCI Facilities Lee Robert Procurement Manager, VINCI Facilities

Procurement policy Working with our suppliers to support strategic growth

Procurement policy Working with our suppliers to support strategic growth Procurement policy Working with our suppliers to support strategic growth Mission Statement The Procurement Department is the focal point for commercial relationships with Eversheds supply chains, ensuring

More information

Specific Responsibilities Associated Performance Measures 1. Excellence in Commercial Management 2. Excellence in Contract Performance

Specific Responsibilities Associated Performance Measures 1. Excellence in Commercial Management 2. Excellence in Contract Performance OUR VISION is to be recognised as the leader in infrastructure service provision POSITION DESCRIPTION Commercial Manager National Maintenance Date reviewed: April 2012 EMPLOYEE NAME: Job Purpose: To achieve

More information

To join Achilles UVDB, visit www.achilles.com/uvdb, call +44 (0)1235 861118 or email enquiries@achilles.com

To join Achilles UVDB, visit www.achilles.com/uvdb, call +44 (0)1235 861118 or email enquiries@achilles.com UVDB Achilles UVDB FAQ s About Achilles UVDB What is the Achilles UVDB Supplier Information Management Service? Achilles UVDB is the community for the UK utilities industry. It enables the utilities sector

More information

Hertsmere Borough Council. Corporate Procurement Strategy

Hertsmere Borough Council. Corporate Procurement Strategy Hertsmere Borough Council Corporate Procurement Strategy 2007-2010 1. Introduction Hertsmere Borough Council ( the Council ) published its first Corporate Procurement Strategy in 2003. This was in response

More information

Gosport Borough Council. Procurement Strategy. Pursuit of Excellence

Gosport Borough Council. Procurement Strategy. Pursuit of Excellence Gosport Borough Council Procurement Strategy Delivering for Gosport Pursuit of Excellence Contents Page 1 Introduction to Gosport Borough Council s 2 Procurement Strategy 2 Strategic framework 3 3 Procurement

More information

Reliable supply chain information at your fingertips.

Reliable supply chain information at your fingertips. Supply-Line Reliable supply chain information at your fingertips. Services for professional procurement. Be better informed, make better decisions. Achilles Supply-Line - The cost effective supplier management

More information

Information pack for the role of Education and Development Project Manager Find a Future

Information pack for the role of Education and Development Project Manager Find a Future Information pack for the role of Education and Development Project Manager Find a Future August 2015 Context Find a Future is the educational organisation that brings together WorldSkills UK Skills Competitions,

More information

Procurement and Contract Management Strategy 2013-2017

Procurement and Contract Management Strategy 2013-2017 Procurement and Contract Management Strategy 2013-2017 Title Owner Version 1 Distribution Procurement and Contract Management Strategy 2013 2017 Procurement and Performance Manager Corporate Issue date

More information

PROCUREMENT INVESTING IN CAMDEN

PROCUREMENT INVESTING IN CAMDEN PROCUREMENT INVESTING IN CAMDEN Procurement Strategy 2012-2015 London Borough of Camden Contents Front Page Page 1 Contents Page 2 Introduction Page 3 Camden Plan-Procurement contribution Page 4 01 Social

More information

PROCUREMENT STRATEGY

PROCUREMENT STRATEGY PROCUREMENT STRATEGY 2010 2014-1 - Contents SECTION Page 1. INTRODUCTION 3 2. THE STRATEGY RATIONALE 3 3. STRATEGIC OUTCOMES 5 4. SUPPORTING CORE BUSINESS DELIVERY 11 5. ENSURING EFFECTIVE PROCUREMENT

More information

City Deal Procurement Strategy to 2020

City Deal Procurement Strategy to 2020 City Deal Procurement Strategy 2015 to 2020 Contents Foreword Summary of City Deal 1. Background 2. Strategic Objectives 2.1 City Deal Governance 2.2 Working in Partnership 2.3 City Deal A Unified Approach

More information

Relationship Manager (Banking) Assessment Plan

Relationship Manager (Banking) Assessment Plan 1. Introduction and Overview Relationship Manager (Banking) Assessment Plan The Relationship Manager (Banking) is an apprenticeship that takes 3-4 years to complete and is at a Level 6. It forms a key

More information

Management and Leadership. Level 5 NVQ Diploma in Management and Leadership (QCF)

Management and Leadership. Level 5 NVQ Diploma in Management and Leadership (QCF) Management and Leadership Level 5 NVQ Diploma in Management and Leadership (QCF) 2014 Skills CFA Level 5 NVQ Diploma in Management and Leadership (QCF) Page 1 Level 5 NVQ Diploma in Management and Leadership

More information

Middlesbrough Manager Competency Framework. Behaviours Business Skills Middlesbrough Manager

Middlesbrough Manager Competency Framework. Behaviours Business Skills Middlesbrough Manager Middlesbrough Manager Competency Framework + = Behaviours Business Skills Middlesbrough Manager Middlesbrough Manager Competency Framework Background Middlesbrough Council is going through significant

More information

Sustainable Supply Chain Policy

Sustainable Supply Chain Policy Sustainable Supply Chain Policy 1. Contents Page 2. Introduction & Purpose 1 3. Definitions 1 4. Benefits of a Sustainable approach to the Supply Chain 2 5. Operational Context 2 6. Elements & Principles

More information

People & Organisational Development Strategy

People & Organisational Development Strategy 2013-2018 People & Organisational Development Strategy Delivering excellent research Delivering an excellent student experience Enhancing global reach and reputation 1. Introduction Glasgow 2020: A global

More information

Corporate Procurement Strategy 2014-2017

Corporate Procurement Strategy 2014-2017 Strategy 2014-2017 Strategy 2014-2017 Introduction The Brighton & Hove community is distinctive for its strong international flavour and vibrant diversity of cultures. The make-up of the local population,

More information

Leeds City Council Procurement Strategy October 2013

Leeds City Council Procurement Strategy October 2013 Leeds City Council Procurement Strategy October 2013 Contents 1. Introduction 2. Background 3. Our ambition 4. Our strategy 5. Who we will work with 6. What we will achieve and how we will achieve it 7.

More information

Delivering progress towards meeting HMG targets on the SME growth agenda

Delivering progress towards meeting HMG targets on the SME growth agenda Delivering progress towards meeting HMG targets on the SME growth agenda Action Plan Version 1.1 dated 16 th August 2013 Author: Robert Astall, Head of Commercial Profession and Capability Background The

More information

Foreword - Modernising Procurement in the City

Foreword - Modernising Procurement in the City City of London Procurement Strategy 2015-2018 Contents Foreword - Modernising Procurement in the City... 2 City Procurement Strategy 2015-2018... 3 1. Introduction... 3 Mission Statement... 3 City Procurement

More information

DELIVERING QUALITY AND VALUE THROUGH SUPPLY CHAIN EXCELLENCE

DELIVERING QUALITY AND VALUE THROUGH SUPPLY CHAIN EXCELLENCE DELIVERING QUALITY AND VALUE THROUGH SUPPLY CHAIN EXCELLENCE 1 1 2 Our team is here to improve supplier performance, reduce spend and realise potential supply chain savings. Supply chain activity is fundamental

More information

At Eganknight we re the essential link between business and people. EganKnight Culture

At Eganknight we re the essential link between business and people. EganKnight Culture At Eganknight we re the essential link between business and people We build extraordinary partnerships, working faster, smarter and harder because when it comes to providing transforming solutions in recruitment,

More information

BECOMING A CONSTRUCTIONLINE MEMBER

BECOMING A CONSTRUCTIONLINE MEMBER BECOMING A CONSTRUCTIONLINE MEMBER Joining a certification scheme can be daunting and the questions can seem endless! This document has been put together to help you to prepare for the registration process

More information

Contents. Introduction Page 3. Section 1 Strategic Aim Page 4. Section 2 Professionally Resourced Page 5

Contents. Introduction Page 3. Section 1 Strategic Aim Page 4. Section 2 Professionally Resourced Page 5 Contents Introduction Page 3 Section 1 Strategic Aim Page 4 Section 2 Professionally Resourced Page 5 Section 3 Economic, Social and Environmental Impact Page 6 Section 4 Community Benefits Page 7 Section

More information

Job description - Business Improvement Manager

Job description - Business Improvement Manager Job description - Business Improvement Manager Main Purpose of job The post has lead responsibility for optimising operational performance within the Operations directorate, and across the Society for

More information

Costain Cares... about you

Costain Cares... about you Costain Cares vision 2014 01 Costain Cares Our primary focus is to both understand and meet the needs of stakeholders. In every relationship and facet of operation, we are focused on one simple but powerful

More information

How to do Business with the London. Borough of Sutton

How to do Business with the London. Borough of Sutton How to do Business with the London Borough of Sutton February 2013 1 About this guide This guide has been developed to assist businesses wishing to sell their goods and services to the Borough. Contents

More information

INFORMATION TECHNOLOGY & MEDIA SERVICES

INFORMATION TECHNOLOGY & MEDIA SERVICES INFORMATION TECHNOLOGY & MEDIA SERVICES Head of IT Operations Permanent, Full-time Grade SENIOR STAFF: Salary to be determined by the Vice Chancellor De Montfort University is home to more than 27,000

More information

PROCUREMENT STRATEGY. Charity number SC004401

PROCUREMENT STRATEGY. Charity number SC004401 Charity number SC004401 PROCUREMENT STRATEGY 1.PURPOSE... 2 2.OUR ROLE... 2 3. STRATEGIC VISION... 2 4.SPEND DATA... 3 5. ROAD MAP... 4 6. STRATEGIC INTENT... 4 7. OBJECTIVES... 5 7.1 Efficiency Objectives...

More information

INTRODUCTION. The Merlin Principles. The Elements of each Principle

INTRODUCTION. The Merlin Principles. The Elements of each Principle 0 INTRODUCTION The development of the Merlin Standard has been progressed as a joint exercise between the Department for Work and Pensions (DWP) and its providers operating in the Welfare to Work (W2W)

More information

BT EDUCATION & LOCAL GOVERNMENT. Strategic Sourcing. Transforming Procurement in Local Government

BT EDUCATION & LOCAL GOVERNMENT. Strategic Sourcing. Transforming Procurement in Local Government BT EDUCATION & LOCAL GOVERNMENT Strategic Sourcing Transforming Procurement in Local Government Transforming the way things get done Strategic Sourcing: Value through joined-up purchasing BT is working

More information

Haringey Council Commissioning & Funding Framework Guide for the Voluntary Sector

Haringey Council Commissioning & Funding Framework Guide for the Voluntary Sector Haringey Council Commissioning & Funding Framework Guide for the Voluntary Sector Sustainability moving towards a commissioning model Document control Document details Document name Commissioning & Funding

More information

Subject matter experts

Subject matter experts Subject matter experts Role brief Directorate Customer experience Base location Home-based Proposed grade K Date September 2014 Reports to Head of subject matter expertise 1. Background These are new roles

More information

January 2016. Brand and Campaigns Executive: Information for Candidates

January 2016. Brand and Campaigns Executive: Information for Candidates January 2016 Brand and Campaigns Executive: Information for Candidates Thank you for expressing interest in the role of Brand and Campaigns Executive. We have compiled this information pack to tell you

More information

Procurement Strategy 2013-2017 Delivering Social Value for our Community

Procurement Strategy 2013-2017 Delivering Social Value for our Community Procurement Strategy 2013-2017 Delivering Social Value for our Community Making Bath & North East Somerset an even better place to live, work and visit 1 Picture courtesy of Bath & News Media Group Our

More information

Business Charter for Social Responsibility

Business Charter for Social Responsibility Business Charter for Social Responsibility This Charter describes the spirit, style and behaviours we will adopt and will expect our partners/suppliers to adopt as we jointly work together in an open,

More information

DELIVERING OUR STRATEGY

DELIVERING OUR STRATEGY www.lawsociety.org.uk DELIVERING OUR STRATEGY Our three year plan 2015 2018 >2 > Delivering our strategy Catherine Dixon Chief executive Foreword Welcome to our three year business plan which sets out

More information

Procurement Strategy. STAR Procurement is the shared procurement service for Stockport, Trafford and Rochdale Councils

Procurement Strategy. STAR Procurement is the shared procurement service for Stockport, Trafford and Rochdale Councils Procurement Strategy STAR Procurement is the shared procurement service for Stockport, Trafford and Rochdale Councils Foreword 1 This STAR Procurement Strategy sets out the strategic direction and priorities

More information

North Ayrshire Council. Performance Management Strategy

North Ayrshire Council. Performance Management Strategy North Ayrshire Council Performance Management Strategy February 2015 Contents 1. Foreword... 3 2. Introduction... 3 3. What is performance management?... 4 3.1 Why is it important to North Ayrshire Council?...

More information

Brent Council Corporate Procurement Strategy 2005

Brent Council Corporate Procurement Strategy 2005 Brent Council Corporate Procurement Strategy 2005 The Corporate Management Team endorsed a Corporate Procurement Strategy in September 2003. A number of interim reports to the Corporate Management Team

More information

POSITION DESCRIPTION. General Manager Network Operations (dotted line to Chief Architect)

POSITION DESCRIPTION. General Manager Network Operations (dotted line to Chief Architect) POSITION DESCRIPTION Position Title: Reports To: Location Date: Enable Overview Systems Developer General Manager Network Operations (dotted line to Chief Architect) Christchurch Enable is a partnership

More information

Iridescent Ideas CIC Social Impact Report 2013-2014

Iridescent Ideas CIC Social Impact Report 2013-2014 1 P a g e Our vision and aims Iridescent Ideas CIC Social Impact Report 2013-2014 Iridescent Ideas is a Community Interest Company (CIC)* that helps other social enterprises succeed. We want to see a sustainable,

More information

Asset Management Policy March 2014

Asset Management Policy March 2014 Asset Management Policy March 2014 In February 2011, we published our current Asset Management Policy. This is the first update incorporating further developments in our thinking on capacity planning and

More information

LOCAL PROCUREMENT - GUIDANCE NOTE FOR DEVELOPERS

LOCAL PROCUREMENT - GUIDANCE NOTE FOR DEVELOPERS LOCAL PROCUREMENT - GUIDANCE NOTE FOR DEVELOPERS This document is designed to guide developers through the principles outlined in the Local Procurement Charter for City Developers. Photography by Jamie

More information

Supply Chain Guide Working together in partnership

Supply Chain Guide Working together in partnership CASE STUDIES Plan Smart, Deliver Lean Supply Chain Guide Working together in partnership Background to the ISA The Infrastructure Strategic Alliance (ISA) provides a site wide consistent approach to the

More information

Managing Supply Chain Impacts

Managing Supply Chain Impacts Managing Supply Chain Impacts Increasing shareholder, public and media scrutiny means that any irregular or irresponsible practices within an organisation's supply chain can permanently damage an organisation's

More information

Services for professional procurement. Be better informed, make better decisions. Trading House Qualification System (THQS) www.achilles.

Services for professional procurement. Be better informed, make better decisions. Trading House Qualification System (THQS) www.achilles. Services for professional procurement. Be better informed, make better decisions. Trading House Qualification System (THQS) www.achilles.com Improving supply chain management Increasing globalisation has

More information

Procurement Strategy. June Procurement Strategy

Procurement Strategy. June Procurement Strategy June 2015 Procurement Strategy Contents 1. VISION 2. PURPOSE 3. PROCUREMENT OBJECTIVES 4. PROCUREMENT AIMS 5. PROCUREMENT MEASURES 6. KEY PERFORMANCE INDICATORS 7. REVIEW Page 2 of 10 1 VISION Proactive

More information

Level 5 Diploma in Managing the Supply Chain (QCF) Qualification Specification

Level 5 Diploma in Managing the Supply Chain (QCF) Qualification Specification Level 5 Diploma in Managing the Supply Chain (QCF) Qualification Specification Created: May 2012 Version: 1.0 Accreditation Number: 600/5605/8 Qualification Start Date: 1 st June 2012 Qualification Last

More information

PROCUREMENT STRATEGY

PROCUREMENT STRATEGY PROCUREMENT STRATEGY 2013 2016 Contents Foreword...1 Executive Summary...2 Background...2 1. Contributing to Council Strategy & Policy...3 2. Supporting Economic Development & Regeneration...4 3. Delivering

More information

Knowledge is power in supply chain management

Knowledge is power in supply chain management Supplier Qualification Portal Datasheet Knowledge is power in supply chain management If you have a complex supply base how you collect, store and access supplier information will directly affect how easy

More information

PROCUREMENT STRATEGY

PROCUREMENT STRATEGY PROCUREMENT STRATEGY 2013-2017 Contents Introduction 3 Strategic Procurement in Context 4 Key Principles for Effective Procurement 6 Priorities for Improving Procurement 11 Procurement Action Plan 14 Forward

More information

Briefing Paper. How to Compete on Customer Experience: Six Strategic Steps. www.syn gro.c om SynGro SynGro 2013 2013 Tel: +44 (0 ) 15 06 5 92 2 24

Briefing Paper. How to Compete on Customer Experience: Six Strategic Steps. www.syn gro.c om SynGro SynGro 2013 2013 Tel: +44 (0 ) 15 06 5 92 2 24 Briefing Paper How to Compete on Customer Experience: Six Strategic Steps How to Compete on Customer Experience: Six Strategic Steps Voice of the Customer as a term has come to reflect the growing understanding

More information

strategic plan and implementation framework 2013-2018

strategic plan and implementation framework 2013-2018 strategic plan and implementation framework 2013-2018 contents Introduction 3 Strategic Plan 2013-2018 4 Strategic Priorities 4 2 Implementing the Plan 5 Measuring and Monitoring 5 Communicating and Reporting

More information

The SME Engagement Handbook

The SME Engagement Handbook The SME Engagement Handbook The purpose of this document is to help microbusinesses and small to medium enterprises ( SMEs ) interact more effectively when bidding to supply goods or services to larger

More information

Chapter 3 VITA s Supply Chain Management (SCM)

Chapter 3 VITA s Supply Chain Management (SCM) Chapter 3 VITA s Supply Chain Management (SCM) Chapter highlights Purpose: This chapter outlines VITA s Supply Chain Management s (SCM s) vision, mission, core values and guiding principles. It also discusses

More information

Head of Procurement and Contracting Contracts Managers x 8

Head of Procurement and Contracting Contracts Managers x 8 JOB DESCRIPTION FINAL Job Title Position Number(s) Department Section or Service Category Manager Adult Social Care and Health ASC and Health Commissioning DESIGNATION: Responsible to: Employees directly

More information

Making it work for major projects: social procurement in the real world. Claire Parry Hiller Parry Consultants

Making it work for major projects: social procurement in the real world. Claire Parry Hiller Parry Consultants Making it work for major projects: social procurement in the real world Claire Parry Hiller Parry Consultants Agenda What is it? - Social Commissioning and Procurement Strategy and process Objectives and

More information

Sustainable Development Strategy

Sustainable Development Strategy Sustainable Development Strategy Our vision and strategy: A railway fit for the future 2013 2024 Document Ref: SBPT204 Version 0.71 Executive summary Network Rail exists to generate outstanding value for

More information

Steel procurement in major projects: Guidance on the application of social issues. Purpose

Steel procurement in major projects: Guidance on the application of social issues. Purpose Steel procurement in major projects: Guidance on the application of social issues Purpose 1. This is a practical guide on how to incorporate social issues in major projects with a significant steel component.

More information

NGN Behavioural Competencies

NGN Behavioural Competencies NGN Behavioural Competencies July 2012 Change and Improvement Embraces, drives and advocates change and improvement, demonstrating a commitment to keep people engaged. Sets a culture that values diversity

More information

Quality Management Subcontractor QM Guide-Section Two

Quality Management Subcontractor QM Guide-Section Two SECTION TWO QUALITY MANAGEMENT SYSTEMS Version No 1. PREFACE This document has been developed to assist subcontractors to meet Monaco Hickeys (MHPL) Quality Management (QM) requirements whilst working

More information

Vision Business Plan 2015 to 2020

Vision Business Plan 2015 to 2020 Vision 2020 Business Plan 2015 to 2020 Contents Para Page 1.0 Introduction 3 2.0 Our Mission 4 3.0 Our Aims 4 4.0 Our Values 5 5.0 Our Environment National Context Local Context Residents Staff 5-9 6.0

More information

Community Learning and Skills Service. Contract Management 2015/16. Guidance for providers. Slough and RBWM

Community Learning and Skills Service. Contract Management 2015/16. Guidance for providers. Slough and RBWM Community Learning and Skills Service Contract Management 2015/16 Guidance for providers Slough and RBWM CONTENTS 1. Purpose... 3 2. About East Berkshire Community Learning and Skills Service... 4 3.

More information

January 2016. Communications Manager: Information for Candidates

January 2016. Communications Manager: Information for Candidates January 2016 Communications Manager: Information for Candidates Thank you for expressing interest in the role of Communications Manager. We have compiled this information pack to tell you more about The

More information

Intelligent Procurement

Intelligent Procurement Intelligent Procurement Lessons and pitfalls Making a Difference - Construction - Stewart Heaney Divisional Director Construction, CPD Making a Difference Construction Procurement Stewart Heaney Divisional

More information

The Proposed Quality Competency Framework for the Future Quality Professional

The Proposed Quality Competency Framework for the Future Quality Professional The Proposed Quality Competency Framework for the Future Quality Professional Ian R McKay FCQI CQP CQI Competency Project Lead 1 The CQI Definition of Quality 2 The CQI Competency Project 2012 The CQI

More information

Business Continuity Management Framework 2014 2017

Business Continuity Management Framework 2014 2017 Business Continuity Management Framework 2014 2017 Blackpool Council Business Continuity Framework V3.0 Page 1 of 13 CONTENTS 1.0 Forward 03 2.0 Administration 04 3.0 Policy 05 4.0 Business Continuity

More information

Small Business introduction to Prequalification

Small Business introduction to Prequalification Major Projects Ready Small Business introduction to Prequalification Introduction The concept and process of prequalification can be quite daunting for a small business. The information provided in this

More information

West Suffolk Procurement Strategy

West Suffolk Procurement Strategy West Suffolk Procurement Strategy 2014-2016 DOCUMENT SPONSOR Rachael Mann Head of Resources & Performance DOCUMENT AUTHOR Ziaul Quader Procurement Manager DOCUMENT APPROVED BY SEBC 24.06.2014 CABINET ON

More information

Best councils to do business with case study

Best councils to do business with case study Best councils to do business with case study City Of London, procurement with SMEs The City of London Corporation is proud to support and encourage the vitality of the dynamic small business sector in

More information

Job Description. Director of Corporate Services. Staff: Head of Customer Services, Head of Libraries plus staff group of c.

Job Description. Director of Corporate Services. Staff: Head of Customer Services, Head of Libraries plus staff group of c. Job Description Job Title: Reports to: Assistant Director Customer Services Director of Corporate Services Staff: Head of Customer Services, Head of Libraries plus staff group of c. 200+ Budget: 11 million

More information

Procurement Strategy

Procurement Strategy Procurement Strategy 2014-15 www.gwynedd.gov.uk Table of content 1. Introduction 1.1 Procurement in Gwynedd 1.2 What we have achieved 2. Local Benefit from Procurement Spend 2.1 Category management 2.2

More information

PERFORMANCE MANAGEMENT

PERFORMANCE MANAGEMENT PERFORMANCE MANAGEMENT integrated software solutions 01 EXECUTIVE SUMMARY SOLUTION OVERVIEW Concerto provides a secure, web-based solution incorporating complete project and programme performance management

More information

MPA/MPS PROCUREMENT STRATEGY 2009-12 TO BE THE UK LEADER IN PUBLIC SECTOR PROCUREMENT

MPA/MPS PROCUREMENT STRATEGY 2009-12 TO BE THE UK LEADER IN PUBLIC SECTOR PROCUREMENT MPA/MPS PROCUREMENT STRATEGY 2009-12 TO BE THE UK LEADER IN PUBLIC SECTOR PROCUREMENT CONTENTS Foreword ------------------------------------------------------------------------ 3 Executive Summary ---------------------------------------------------------

More information

Position Director of Business Resources and Solutions Grade 7 Department & Location

Position Director of Business Resources and Solutions Grade 7 Department & Location Position Director of Business Resources and Solutions Grade 7 Department & Location International Headquarters, Woking, UK or other appropriate location Date November 2015 Reports to CEO (position): Purpose:

More information

NCC Procurement Strategy

NCC Procurement Strategy PROCUREMENT STRATEGY 2016 2019 Foreword This procurement strategy sets out our vision and strategies demonstrating how we aim to use procurement to help Newport City Council deliver the Vision for Newport

More information

Program 7 Customer Focus. Council will be a customer focused organisation that is "Dedicated to Customers: Everyone. Everywhere.

Program 7 Customer Focus. Council will be a customer focused organisation that is Dedicated to Customers: Everyone. Everywhere. Customer Focus Program Goal Council will be a customer focused organisation that is "Dedicated to Customers: Everyone. Everywhere. Every time" Program Description As an enabling program, Customer Focus

More information

Relationship Manager (Banking) Assessment Plan

Relationship Manager (Banking) Assessment Plan Relationship Manager (Banking) Assessment Plan ST0184/AP03 1. Introduction and Overview The Relationship Manager (Banking) is an apprenticeship that takes 3-4 years to complete and is at a Level 6. It

More information

DRAFT. London Borough of Merton Procurement Strategy

DRAFT. London Borough of Merton Procurement Strategy DRAFT London Borough of Merton Procurement Strategy 2013-2016 3 Foreword Welcome to Merton s procurement strategy, which outlines our aims for the period 2013 2016 and shows how procurement will contribute

More information

Collaborative Working. Behavioural Development

Collaborative Working. Behavioural Development Collaborative Working Behavioural Development Welcome! From the beginning, Keystone have gained a strong reputation as an organisational and people development consultancy that specialises in behavioural

More information

DIGITAL BUSINESS CERTIFICATE

DIGITAL BUSINESS CERTIFICATE DIGITAL BUSINESS CERTIFICATE INVITATION TO TENDER FOR THE DEVELOPMENT OF AN ONLINE TEACHING AND APPLICATION RESOURCE Introduction The Tech Partnership is being funded by BIS to develop and pilot a new,

More information

The South Staffordshire and Shropshire Health Care NHS Foundation Trust Digital Strategy 2014 2019

The South Staffordshire and Shropshire Health Care NHS Foundation Trust Digital Strategy 2014 2019 The South Staffordshire and Shropshire Health Care NHS Foundation Trust Digital Strategy 2014 2019 Peter Kendal Associate Director for Information Management and Technology Development 01/12/2014 1 Page

More information

Procurement requirements for reducing waste and using resources efficiently

Procurement requirements for reducing waste and using resources efficiently Guidance for building and civil engineering projects Procurement requirements for reducing waste and using resources efficiently Model procurement wording for clients and contractors to cut waste on construction

More information

Supporting the local economy in Surrey. 14 th June 2012

Supporting the local economy in Surrey. 14 th June 2012 Supporting the local economy in Surrey 14 th June 2012 Surrey Based Suppliers Opening up business opportunities in Surrey. Andrew Forzani Head of Procurement and Commissioning Agenda 6.30pm Welcome by

More information

Procurement Strategy The City Council s Procurement Strategy for the period

Procurement Strategy The City Council s Procurement Strategy for the period Procurement Strategy The City Council s Procurement Strategy for the period 2014-2016 1 Name Content Creator Darren Pearce, Strategic Manager Corporate Procurement, Stoke-on-Trent City Council darren.pearce@stoke.gov.uk

More information

Doing business with the Council

Doing business with the Council Doing business with the Council Contents INTRODUCTION 1 POLICIES AND PROCEDURES 2 BUSINESS OPPORTUNITIES 3 TENDERING 4 WHAT THE COUNCIL LOOKS FOR 5 CONTRACTS 7 SUPPORTING LOCAL AREA 7 FREEDOM OF INFORMATION

More information

Attribute 1: COMMUNICATION

Attribute 1: COMMUNICATION The positive are intended for use as a guide only and are not exhaustive. Not ALL will be applicable to ALL roles within a grade and in some cases may be appropriate to a Attribute 1: COMMUNICATION Level

More information

Procurement strategy

Procurement strategy Procurement strategy 2015-2018 Contents 1. Introduction... 3 1.1 Background... 3 1.2 Supplier Spend... 3 1.3 Local Impact... 3 2. Scope of the strategy... 3 3. Drivers and Challenges... 4 3.1 As part of

More information

Tailor-made collection services you can trust 03

Tailor-made collection services you can trust 03 11 Phoenix Commercial Collections is one of the UK s leading providers of enforcement and debt recovery services. Our recovery solutions are professional, effective and fully supported by our proven systems,

More information

Halton Borough Council. Procurement Strategy

Halton Borough Council. Procurement Strategy Halton Borough Council Procurement Strategy 2013-2016 1 Procurement Strategy Halton Borough Council 2013-2016 Foreword As a Council, we spend considerable sums of money on contracts; supplies and services;

More information

PREQUALIFICATION INFORMATION

PREQUALIFICATION INFORMATION Department of Planning, Transport and Infrastructure Building and Construction Project Prequalification System (Edition 2012) PREQUALIFICATION INFORMATION General Building Contractor Residential Building

More information

Head of Engineering Job Description

Head of Engineering Job Description Head of Engineering Job Description (Job Code and Level: E006) Definition: Overall responsibility and accountability for the Engineering function across the UK which will include people and budgetary management.

More information

Developing You and Your Board

Developing You and Your Board The Institute of Directors Company Direction Programme Developing You and Your Board 3 The Institute of Directors Company Direction Programme Maximise your Board s Performance The changing business environment

More information

JOB DESCRIPTION: CENTRE MANAGER, ELECTRIC WORKS.

JOB DESCRIPTION: CENTRE MANAGER, ELECTRIC WORKS. JOB DESCRIPTION: CENTRE MANAGER, ELECTRIC WORKS. Context Electric Works provides serviced office accommodation for small and medium-sized companies working in a range of creative, digital and knowledge

More information

NUNEATON & BEDWORTH BOROUGH COUNCIL

NUNEATON & BEDWORTH BOROUGH COUNCIL NUNEATON & BEDWORTH BOROUGH COUNCIL PROCUREMENT STRATEGY 2012 2016 Both the Gershon Efficiency Review (2004) and the Roots Review (2009) highlighted the fundamental role Procurement plays in achieving

More information

D2N2 Procurement Charter. For Economic, Social & Environmental Impact

D2N2 Procurement Charter. For Economic, Social & Environmental Impact D2N2 Procurement Charter For Economic, Social & Environmental Impact July 2015 D2N2 Procurement Charter For Economic, Social & Environmental Impact Foreword D2N2 is the Local Enterprise Partnership for

More information

Business Plan 2011-2014

Business Plan 2011-2014 Business Plan 2011-2014 April 2011 A private company limited by guarantee registered in England and Wales Company Number 05165006 Foreword 3 1. Executive Summary 4 2. NASMA Background 5 3. Core Roles 6

More information

Director of Income Generation. Appointment Briefing July 2014

Director of Income Generation. Appointment Briefing July 2014 Director of Income Generation Appointment Briefing July 2014 An introduction from the Chief Executive Thank you for your interest in joining the team at Crohn s and Colitis UK. We are currently entering

More information

Senior Project Manager A14 Cambridge to Huntingdon, Complex Infrastructure Programme Grade 6. Candidate Pack

Senior Project Manager A14 Cambridge to Huntingdon, Complex Infrastructure Programme Grade 6. Candidate Pack Senior Project Manager A14 Cambridge to Huntingdon, Complex Infrastructure Programme Grade 6 Candidate Pack 2 Introduction The Highways Agency is an Executive Agency of the Department for Transport, and

More information