Post on 25-Dec-2015
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Brian Farrington LimitedRainford Hall, Crank Road, St.Helens, WA11 7RP
T: 01744 20698 F: 01744 27897 URL: www.brianfarrington.com
Stephen Ashcroft
Brian Farrington Ltd
PQQ Briefing:Independent Tendering
Advice
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
d) Visiting lecturer at Manchester University Engineering Doctorate Programmee) Associate of the National School of Governmentf) Independent of AiB or any other Body
d) Visiting lecturer at Manchester University Engineering Doctorate Programmee) Associate of the National School of Governmentf) Independent of AiB or any other Body
Your Speaker
Stephen Ashcroft BEng MScStephen Ashcroft BEng MSc
a) Brian Farrington Ltd Consultant, since 1996b) Advised SMEs to win public sector contracts totalling £20m+c) Co-author of ‘Contracting for the Public Sector’
a) Brian Farrington Ltd Consultant, since 1996b) Advised SMEs to win public sector contracts totalling £20m+c) Co-author of ‘Contracting for the Public Sector’
Slide 2Slide 2
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
ObjectiveObjective
The seminar is designed to materially assist you to
understand the AiB pre-qualification detail,
so that you produce a clearer, focused and higher quality response
The seminar is designed to materially assist you to
understand the AiB pre-qualification detail,
so that you produce a clearer, focused and higher quality response
Slide 3Slide 3
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Preamble
Question :
What are the business benefits of winning public sector business?
Slide 4Slide 4
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Winning Public Sector Business
The business rationale for winning public sector business
1. Positive impact on the management of a business2. Attention focused on systems and procedures3. Cash flow benefits through prompt payment4. A basis for planned business growth5. Realism regarding effort required to ‘enter’ market6. Networking with other tenderers7. Access to business support8. Attention to costs9. Enhanced marketing expertise 10. Publicity value
The business rationale for winning public sector business
1. Positive impact on the management of a business2. Attention focused on systems and procedures3. Cash flow benefits through prompt payment4. A basis for planned business growth5. Realism regarding effort required to ‘enter’ market6. Networking with other tenderers7. Access to business support8. Attention to costs9. Enhanced marketing expertise 10. Publicity value
Slide 5Slide 5
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
What is Procurement?
from the right source
at the right timeat the right quality
& quantity
at the right price
getting the right item
PROCUREMENTPROCUREMENT
Slide 6Slide 6
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Understanding the Purchasers RequirementsUnderstanding the Purchasers Requirements
Slide 7Slide 7
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Understanding the Purchasers RequirementsUnderstanding the Purchasers Requirements
Slide 8Slide 8
• Poorly written specifications – repeating outdated information?• A failure of the purchaser to respond to clarification questions• Poorly drafted replies to clarification questions• The purchaser not knowing what they actually want• Omissions in the Tender documents• Conflicting instructions in the Tender documents• Uncertainty on evaluation – pre and post contract• Timescales unclear• Uncertainty in contract start date
• Poorly written specifications – repeating outdated information?• A failure of the purchaser to respond to clarification questions• Poorly drafted replies to clarification questions• The purchaser not knowing what they actually want• Omissions in the Tender documents• Conflicting instructions in the Tender documents• Uncertainty on evaluation – pre and post contract• Timescales unclear• Uncertainty in contract start date
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
• All responses are evaluated by the buyer (typically!) using a scoring weighting agreed in advance
• Note Public Sector: OJEU notice (typically!) will indicate the estimated numbers of suppliers to be invited to tender
• All responses are evaluated by the buyer (typically!) using a scoring weighting agreed in advance
• Note Public Sector: OJEU notice (typically!) will indicate the estimated numbers of suppliers to be invited to tender
What is a Pre Qualification Questionnaire (PQQ)What is a Pre Qualification Questionnaire (PQQ)
The purpose of using a PQQ process is to enable the purchaser to create a short list of potential providers
by obtaining sufficient information to evaluate the suitability of potential suppliers
The purpose of using a PQQ process is to enable the purchaser to create a short list of potential providers
by obtaining sufficient information to evaluate the suitability of potential suppliers
Slide 9Slide 9
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
A formal communication to selected suppliers inviting them to submit priced
bids for a contract with a specified requirement and terms and conditions of
purchase
A formal communication to selected suppliers inviting them to submit priced
bids for a contract with a specified requirement and terms and conditions of
purchase
Note: ITT is called either a Request for Proposal/Quotation
RFP/RFQ in the Private Sector
Note: ITT is called either a Request for Proposal/Quotation
RFP/RFQ in the Private Sector
What is an Invitation to Tender? The next stage after the PQQWhat is an Invitation to Tender? The next stage after the PQQ
Slide 10Slide 10
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
PQQ AiB Contracted out Insolvency Services
AiB requires the services of providers of sequestration casesAiB requires the services of providers of sequestration cases
Slide 11Slide 11
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Clarification – Key Issues – Sin No. 1Clarification – Key Issues – Sin No. 1
Slide 12Slide 12
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Not Knowing "WHY"Not Knowing "WHY"
Clarification – Key Issues – Sin No. 1Clarification – Key Issues – Sin No. 1
Slide 13Slide 13
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Why do they want to start using this type of service this way now?
Who did they use in the past and why?
Why do they want to change?
Why is this of particular importance to them?
Not Knowing "WHY"Not Knowing "WHY"
Clarification – Key Issues – Sin No. 1Clarification – Key Issues – Sin No. 1
Slide 14Slide 14
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Not Addressing the "REAL", Core NeedsNot Addressing the "REAL", Core Needs
Clarification – Key Issues – Sin No. 2Clarification – Key Issues – Sin No. 2
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Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Not Addressing the "REAL", Core NeedsNot Addressing the "REAL", Core Needs
Public sector tender documentation (especially) is so long that it is easy to forget an important element
The document will often include
mandatory and desirable requirements a Schedule of particulars Evaluation criteria CLIENT purchasing policy and regulations and a background and scope to the project
By showing how your service addresses this information, you'll have far greater impact
Clarification – Key Issues – Sin No. 2Clarification – Key Issues – Sin No. 2
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Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Get smart!
Understand WHY
Understand the REAL core needs
1. Clarify to comply
2. Clarify to differentiate
Get smart!
Understand WHY
Understand the REAL core needs
1. Clarify to comply
2. Clarify to differentiate
Clarification – SummaryClarification – Summary
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Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
AiB PQQ
• Every single Part will be covered in this presentation• 1.1 through 7 inclusive
• Every single Part will be covered in this presentation• 1.1 through 7 inclusive
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Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
• Deadline 31 October 2008 - 3pm How many working days?
• Deadline 31 October 2008 - 3pm How many working days?
1.1. Timetable
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Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Process & Administration - TenderProcess & Administration - Tender
Real Life!
1. Ireland is not a Royal Mail next day delivery territory
2. September 8th, 2008 is not a Tuesday
3. Do not trust ‘special delivery’
4. Uploading documents is ‘user friendly’
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Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
• Via electronic tendering• Help! AIB@aib.gsi.gov.uk• Purpose:
– shortlist a number of suitably qualified and experienced businesses to submit a Tender
At this stage – no prices, no terms and conditions
• Via electronic tendering• Help! AIB@aib.gsi.gov.uk• Purpose:
– shortlist a number of suitably qualified and experienced businesses to submit a Tender
At this stage – no prices, no terms and conditions
1.2. Instructions for this PQQ
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Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
• Some parts of PQQ mandatory• Answer all questions – Parts A, B, C, D and E• No marketing material• Supplementary information - read very carefully it could be an opportunity!• AIB may request clarification of answers• Response on behalf of individual, organisation or partnership• Note consequences on errors or misrepresentation
• Some parts of PQQ mandatory• Answer all questions – Parts A, B, C, D and E• No marketing material• Supplementary information - read very carefully it could be an opportunity!• AIB may request clarification of answers• Response on behalf of individual, organisation or partnership• Note consequences on errors or misrepresentation
1.2. Instructions for this PQQ continued
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Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
• List names and addresses of consortium members• Contract, if successful will be with nominated lead organisation• Must ‘sort out’ duties and obligations amongst each other• Part A, B and C to be completed by consortium members• Part D completed by the lead organisation
1.3. Instructions to Consortia and Sub-Contractors
Slide 23Slide 23
If possible convince AiB that the Consortium has met and has agreed how the arrangement will work
Sub-contractors – ditto
You and others – are you sure?
If possible convince AiB that the Consortium has met and has agreed how the arrangement will work
Sub-contractors – ditto
You and others – are you sure?
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
• 3 year contract (from when?) plus AiB option to extend by 1 year • 4 years potential work! A matter for costing at the Tender stage• Historic workload data, by region provided• No reference here about a Nation-wide service• No guarantees• Note ‘Future State and Procurement Approach’
– Note section 7 further information• Note ‘Agency’s Vision and Case for Procurement’• Events programme• More detailed information? Only at Tender stage
• 3 year contract (from when?) plus AiB option to extend by 1 year • 4 years potential work! A matter for costing at the Tender stage• Historic workload data, by region provided• No reference here about a Nation-wide service• No guarantees• Note ‘Future State and Procurement Approach’
– Note section 7 further information• Note ‘Agency’s Vision and Case for Procurement’• Events programme• More detailed information? Only at Tender stage
1.4. Overview of the Requirement
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Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
• The questions raised by any tenderer should be answered promptly by the purchaser
• These answers circulated to all tenderers at the same time
• Normally the names of those asking the questions will not be divulged by the purchaser
• To be on the safe side, specifically request when asking questions that your company name is not divulged
• The questions raised by any tenderer should be answered promptly by the purchaser
• These answers circulated to all tenderers at the same time
• Normally the names of those asking the questions will not be divulged by the purchaser
• To be on the safe side, specifically request when asking questions that your company name is not divulged
Clarification Questions : Yes or NoClarification Questions : Yes or No
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Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Questions : Yes or NoQuestions : Yes or No
Slide 26Slide 26
Consider Competitive Edge
Your question may raise a point that identifies a better way of delivering a solution or reducing cost or risk
Consider Competitive Edge
Your question may raise a point that identifies a better way of delivering a solution or reducing cost or risk
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
2. Guidance Notes2. Guidance Notes
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Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Guidance 2.1 Freedom of Information
• Freedom of Information Act (Scotland) Act 2002 in force since 1 January 2005
• Any person can request information – unless exempted from the Act (e.g. HRH?)
• ‘Confidential’ or ‘Commercial in Confidence’ does not protect form disclosure
• Your company name and contact details may be published on the Scottish Government website
• Freedom of Information Act (Scotland) Act 2002 in force since 1 January 2005
• Any person can request information – unless exempted from the Act (e.g. HRH?)
• ‘Confidential’ or ‘Commercial in Confidence’ does not protect form disclosure
• Your company name and contact details may be published on the Scottish Government website
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Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
• See Part A Question 14 and Part D later• State which one or more Regional Lots you wish to be
considered for• And your expected capacity by region in each year• Clarity on Lot regions? Sheriffdom areas. See attachment• National Lot introduced – overflow• State, if awarded a regional allocation, would you be
interested in being included in the National Lot
Guidance 2.2 Regional Lots
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Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
• Part A – 0%• Part B – 10% Financial Status & Insurance• Part C – 10% Business Probity*• Part D – 80% Service Operation and Quality• Part E – 0%
• Part A – 0%• Part B – 10% Financial Status & Insurance• Part C – 10% Business Probity*• Part D – 80% Service Operation and Quality• Part E – 0%
2.3 PQQ Evaluation
Slide 30Slide 30
Ensure Part D is really robust
*unimpeachable honesty and virtue
Ensure Part D is really robust
*unimpeachable honesty and virtue
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
2.3 PQQ Evaluation continued
Slide 31Slide 31
• Part B – 10%• Banking – minimum requirement• Accounts – 100% of part B• Insurance – minimum requirement
• Part B – 10%• Banking – minimum requirement• Accounts – 100% of part B• Insurance – minimum requirement
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
• Part C – 10%• Question 1 - minimum requirement• Question 2 to 9 – equal % for each question
– 12.5% per question
• Part C – 10%• Question 1 - minimum requirement• Question 2 to 9 – equal % for each question
– 12.5% per question
2.3 PQQ Evaluation continued
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Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Part D – 80%
a) Technology and Policies minimum requirement
b) Organisation Experience 22%
c) Assurance of Capacity 20%
d) Organisation Competence 22%
e) Principal Business Activities 13%
f) Customer Service 8%
g) Account Management 5%
h) Management Information 3%
i) Secure Storage of Data 5%
j) Electronic Information Transfer 2%
2.3 PQQ Evaluation continued
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Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
PQQ selection to proceed to the tendering stage, per region• Minimum of 5 and• Available capacity of at least 3 times existing annual
demand
Impact? Provide your very best response and don’t worry about
the competition Size of organisation doesn’t guarantee proceeding Think carefully about consortia and sub-contractors
relationships
2.3 PQQ Selection
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Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
This is not a requirement.
State that you are intending to respond to the AiB PQQ
Impact? Appear professional Appear keen Not a contractual obligation
Action!
This is not a requirement.
State that you are intending to respond to the AiB PQQ
Impact? Appear professional Appear keen Not a contractual obligation
Action!
2.4 Intent
Slide 35Slide 35
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
3. A. Background Information
This is Part A
• Not evaluated but an administrative requirement
• This accounts for 0% of the total score
• Ensure font size is consistent, capitals as appropriate, spell check
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Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
1. Name of Organisation2. Address for all correspondence3. Principal Contact Name4. Principal Contact Position5. Telephone Number6. Fax Number7. E-mail address8. Website address (if applicable)9. Address of Registered Office (if applicable)10. Nature of Organisation (eg Plc, Partnership etc)11. Company Registration Number (or alternative EU registration number)12. VAT Number (or alternative EU Registration Number)13. Group if the organisation is a member of a Group of Companies,
please give the name and address of the ultimate parent company.
A1 - 13 Background Information
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Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
A14 Regional Lots
Slide 38Slide 38
• A141. State which one or more regional lots you wish to be considered
for2. And your expected capacity of cases by region in each year3. Clarity on Lot regions? Sheriffdom areas. See attachment4. Reference made to Part D response - professional ability - see later
• A141. State which one or more regional lots you wish to be considered
for2. And your expected capacity of cases by region in each year3. Clarity on Lot regions? Sheriffdom areas. See attachment4. Reference made to Part D response - professional ability - see later
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
• National Lot introduced – overflow• State, IF awarded a regional allocation, would you be interested in being
included in the National Lot• Think carefully about your consortia and sub-contractors relationships
A15 National Lot
Slide 39Slide 39
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
• Complete details• Identify which part of the service the consortium member(s) will deliver• Percentage shareholding?• If more than two (i.e 3 or above) complete same details for each
• Complete details• Identify which part of the service the consortium member(s) will deliver• Percentage shareholding?• If more than two (i.e 3 or above) complete same details for each
A16 Consortium details (if applicable)
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Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
• Complete details• Identify which part of the service the sub-contractor(s) will deliver• Percentage of service?• If more than two (i.e. 3 or above) complete same details for each
• Complete details• Identify which part of the service the sub-contractor(s) will deliver• Percentage of service?• If more than two (i.e. 3 or above) complete same details for each
A17 Sub-contractor Details (if applicable)
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Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
• Agreement with Policy - Yes or No
A18 Environmental Policy
Slide 42Slide 42
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
This is Part B
Evaluated.
Accounts for 10% of the total score
4 B Financial Information
Slide 43Slide 43
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
4.1.1 Bank’s Name – reference?
4.1.2 Address
4.1.3 Telephone Number of Bank
4.1.4 Contact Name and Position
4.1.5 Contact telephone number if different from above
Action!
4.1.1 Bank’s Name – reference?
4.1.2 Address
4.1.3 Telephone Number of Bank
4.1.4 Contact Name and Position
4.1.5 Contact telephone number if different from above
Action!
4.1 Banker’s Details - MANDATORY
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Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Financial Status• Minimum requirement: last 3 years audited accounts• Not got 3 years accounts?
– 2 references required
• Bank
• Previous Client
Note: no financial information provided – excluded from
process!
Action! Yes or No
4. 2 Accounting Information - MANDATORY
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Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Note: have or prepared to have prior to commencement
date of any work:
• Employees Liability: £5m• Public Liability: £2m• Professional Indemnity: £1m per incident
Can you comply?
Action!
Note: have or prepared to have prior to commencement
date of any work:
• Employees Liability: £5m• Public Liability: £2m• Professional Indemnity: £1m per incident
Can you comply?
Action!
4. 3 Insurance - MANDATORY
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Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
This is Part C
Evaluated
Accounts for 10% of the total score
This Part is addressing factual matters
5 C Business Probity
Slide 47Slide 47
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
1. Bankrupt – No - MANDATORY
2. Subject of proceedings – No
3. Convicted of an offence – No
4. Misconduct – No
5. Social Security contributions – No
6. Taxes obligations – No
7. Insolvency – No
8. Disqualified - No
5 C - 1 to 8 inclusive
Slide 48Slide 48
Question: What if
your response is ‘Yes’?
Question: What if
your response is ‘Yes’?
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
6. D. Service Operation and Quality
Slide 49Slide 49
This is Part D
Evaluated
Accounts for 80% of total score
Action! Other parts are important this is vital Requires intellect Ability to write concisely and carefully
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
6.1. Minimum Technology - MANDATORY
Slide 50Slide 50
6.1.1 Minimum TechnologyPC and Internet?
Yes/No
6.1.1 Minimum TechnologyPC and Internet?
Yes/No
6.1.2 Policy and ProceduresNine Acts and Statutory Instruments
Compliant? Yes or No
6.1.2 Policy and ProceduresNine Acts and Statutory Instruments
Compliant? Yes or No
6.1.3 Minimum Response TimeRespond within 5 working days?
Yes/No
6.1.3 Minimum Response TimeRespond within 5 working days?
Yes/No
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
• How will you ‘work competently’ at likely level of cases you would receive
• See your response at A14• How cover key staff absences• How cover emergency e.g. a Trading case• Include organisation chart - identify staff for AiB contract• Plans for expansion• Sub-contractors• Temporary staff• Additional capacity• Maximum 2 sides A4 (BFL view:800 words?)
• How will you ‘work competently’ at likely level of cases you would receive
• See your response at A14• How cover key staff absences• How cover emergency e.g. a Trading case• Include organisation chart - identify staff for AiB contract• Plans for expansion• Sub-contractors• Temporary staff• Additional capacity• Maximum 2 sides A4 (BFL view:800 words?)
6.2. Capacity Assurance
Slide 51Slide 51
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
• How are case records and data stored?• How recovered in an emergency?• Planned investments in storage – timescales
• Maximum 1 side of A4 (BFL view: 400 words?)
• How are case records and data stored?• How recovered in an emergency?• Planned investments in storage – timescales
• Maximum 1 side of A4 (BFL view: 400 words?)
6.3. Secure Storage of Data
Slide 52Slide 52
AiBAiB
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
• Current and planned capability to scan documents in .pdf• Current and planned capability to scan at or above 400dpi• Maximum of 1 side of A4 (BFL view: 400 words?)
Action! Review scanning capability Explore any planned enhancements
6.4. Electronic Communications
Slide 53Slide 53
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
6.5. Principal Business Activities
• Nature of your business• Principal business activities and core functions• Areas of specialisms• Relevant to contract opportunity• How they will enhance delivery• Percentage of business activity related to insolvency work • Any change over the next three years?
Maximum 1 side of A4 (BFL view: 400 words?) Short and snappy!
• Nature of your business• Principal business activities and core functions• Areas of specialisms• Relevant to contract opportunity• How they will enhance delivery• Percentage of business activity related to insolvency work • Any change over the next three years?
Maximum 1 side of A4 (BFL view: 400 words?) Short and snappy!
Slide 54Slide 54
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Will you meet the AiB standards?
Options:
• Yes• No, but will be in place by time of Tender• No
Will you meet the AiB standards?
Options:
• Yes• No, but will be in place by time of Tender• No
6.6. Customer Service
Slide 55Slide 55
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
• Details of key person(s)• Level of Authority• Key responsibilities• Education and skills• Relevant insolvency experience• Relevant account management experience• Indication of their % time to be spent on AiB account management
Response limit: 2 sides of A4 (BFL view: 800 words?) Important to be succinct
6.7. Account Management
Slide 56Slide 56
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
• How will you meet AiB’s needs for MI• Reference is made to ‘a balanced scorecard’ and ‘a number of
metrics’ and ‘Insolvency Services Contract’• Current levels of data/information you collect• How the information is stored• Examples of standard reporting capability• Examples of client specific reporting currently provided• Indicate commitment or plans to provide MI
Maximum 1 side of A4 (BFL view: 400 words?) Very important
• How will you meet AiB’s needs for MI• Reference is made to ‘a balanced scorecard’ and ‘a number of
metrics’ and ‘Insolvency Services Contract’• Current levels of data/information you collect• How the information is stored• Examples of standard reporting capability• Examples of client specific reporting currently provided• Indicate commitment or plans to provide MI
Maximum 1 side of A4 (BFL view: 400 words?) Very important
6.8. Management Information (MI)
Slide 57Slide 57
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Examples to demonstrate key competencies
• Knowledge, behaviours and skills
Absolutely crucial!
Examples to demonstrate key competencies
• Knowledge, behaviours and skills
Absolutely crucial!
6.9. Organisation Experience - Service Delivery
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Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Aspects of Sequestration
• Interviewing debtors• Realising heritage• Realising (non-heritage) assets• Managing trading cases• Maintaining and presenting accounts for Bankruptcy• Managing client monies• Assessing for and ingathering contributions• Attending court
Aspects of Sequestration
• Interviewing debtors• Realising heritage• Realising (non-heritage) assets• Managing trading cases• Maintaining and presenting accounts for Bankruptcy• Managing client monies• Assessing for and ingathering contributions• Attending court
6.9. Organisation Experience - Service Delivery
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Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Higher marks for evidence of experience
Further brief: differences in your approach required to comply with Scottish Law
Maximum 1 A4 page (BFL view: 400 words?) per ‘section’
Higher marks for evidence of experience
Further brief: differences in your approach required to comply with Scottish Law
Maximum 1 A4 page (BFL view: 400 words?) per ‘section’
6.9. Organisation Experience - Service Delivery
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Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Opportunity – reference real cases (named if in the public domain)
The approach taken The solutions implemented The timescales and strategy for implementation The key risks and issues associated with each ‘section’ Estimated annual value of the contract Your knowledge, your behaviours, your skills Demonstrate your knowledge of Insolvency in Scotland Legislation
Opportunity – reference real cases (named if in the public domain)
The approach taken The solutions implemented The timescales and strategy for implementation The key risks and issues associated with each ‘section’ Estimated annual value of the contract Your knowledge, your behaviours, your skills Demonstrate your knowledge of Insolvency in Scotland Legislation
6.9. Organisation Experience - Service Delivery
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Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
• Detail levels of staff• Qualifications• Training• Training plans and policies for current and planned staff• Ratio of experienced and qualified management to staff• Clarify levels and competencies of key staff and mgmt• Percentage of time these staff intending to work through AiB• Recovery plan for loss of competent staff
Maximum 2 sides of A4
(BFL view: 800 words? – 100 words per bullet point?)
6.10. Organisation Competence
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Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
This is Part E
This is not evaluated but is Mandatory
Accounts for 0% of the total score
Confirm answers are true, complete, accurate and
not misleading
This is Part E
This is not evaluated but is Mandatory
Accounts for 0% of the total score
Confirm answers are true, complete, accurate and
not misleading
7 E Expression of Interest
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Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
&QuestionsAnswers
Questions
Answers
Subscribe to our monthly newsletter
‘Think Procurement’: news@brianfarrington.com
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Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Decide whether to respond or not - If not, inform the AiB immediately
Duplicate the required number of copies and distribute to the PQQ Response team (assuming you are not alone!)
Produce a PQQ Response timescale diary
Read and re-read the PQQ document and send off for any relevant reference documents stated in the document(s)
Decide what team of ‘experts’ is required to complete the response
Call an initial meeting of the PQQ Response team
Circulate reference documentation/email clarification on receipt
Check every member of the PQQ Response team’s holiday dates
Decide whether to respond or not - If not, inform the AiB immediately
Duplicate the required number of copies and distribute to the PQQ Response team (assuming you are not alone!)
Produce a PQQ Response timescale diary
Read and re-read the PQQ document and send off for any relevant reference documents stated in the document(s)
Decide what team of ‘experts’ is required to complete the response
Call an initial meeting of the PQQ Response team
Circulate reference documentation/email clarification on receipt
Check every member of the PQQ Response team’s holiday dates
PQQ Response Manager’s Initial FunctionPQQ Response Manager’s Initial FunctionPQQ Response Manager’s Initial FunctionPQQ Response Manager’s Initial Function
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Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
A high quality PQQ Response will create an impact
Develop & Apply a Process of Quality Assurance
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Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
‘sort out’ relationships with consortia and sub-contractors compliance with structure enclose all documents e.g. 6.10 proof reading - Flesch Reading Ease ensure specific answers to specific questions explain fully – take nothing for granted if you cut and paste don’t make it obvious! personalise the content search and replace previous clients’ names from standard text Ensure references have been sought include diagrams and charts when possible provide a contact for queries
This is not an exhaustive list!
Quality Assurance: You must consider
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Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Final points
1 Place emphasis on compliance and structure, rather than augmentation
1 Place emphasis on compliance and structure, rather than augmentation
2 Lean heavily on the review teams (ensure you have a review team!) - easier said than done for sole traders!
2 Lean heavily on the review teams (ensure you have a review team!) - easier said than done for sole traders!
3 Plan for, and insist on, daily communication with the entire team
3 Plan for, and insist on, daily communication with the entire team
4 If possible, develop information sessions or informal briefings and use them to communicate your processes to the team
4 If possible, develop information sessions or informal briefings and use them to communicate your processes to the team
5 Seek out management buy-in and presence5 Seek out management buy-in and presence
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Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
&QuestionsAnswers
Questions
Answers
Subscribe to our monthly newsletter
‘Think Procurement’: news@brianfarrington.com
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Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Career consultants, no “B” teams – change agents
Clients: 33 of FTSE100, local & central government
Design, delivery & evaluation of training and development
Tendering advice for buyers and suppliers
Competencies underpinned by academic rigour
Procurement, supply chain & negotiation expertise, since 1978
Brian Farrington Ltd - Who are we?
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Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Brian Farrington LtdProcurement, Supply Chain and Negotiation Specialists
Stephen Ashcroft BEng MScBusiness Consultant
Brian Farrington LtdRainford Hall
CrankSt HelensWA11 7RP
T 01744 20698F 01744 27897
E s.ashcroft@brianfarrington.comURL www.brianfarrington.com
Contact details
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