Presentation on theme: "TMT Supplier Engagement Event – April 2014. Agenda Welcome, Introductions, House Keeping & Purpose of Day Strategic View & Customer Feedback TMTii Customer."— Presentation transcript:
TMT Supplier Engagement Event – April 2014
Agenda Welcome, Introductions, House Keeping & Purpose of Day Strategic View & Customer Feedback TMTii Customer Viewpoint –Highways Agency –Transport Scotland –Warwickshire County Council TMTii Service Descriptions Summary TMTii Outcomes Breakout Sessions Procurement Strategy LUNCH SME Agenda Sustainability Agenda Commercial Principles Procurement Process & Next Steps Questions and Answers to Panel 10:30 – 10:45 10:45 – 11:15 11: :00 12:00 – 12:15 12:15 – 13:15 01:15 – 01:35 01:35 – 02:00 02:00 – 02:30
3 Introductions Mike George - CCS Category Lead TMT Malcolm Eastoe – CCS Category Specialist TMT Chris Stevens – CCS Category Manager – ICT Services Mark Etherton – CCS Category Manager – ICT Services David Coburn - CCS Category Lead – ICT Services Kris Ross – CCS Senior Category Lead – ICT Services Heather Dodds – Highways Agency – TMT Replacement contract lead Traffic Technology Division David Marshall - Transport Scotland - Network Operations Gafoor Din - Warwickshire County Council - Principal Engineer for Traffic Control & Information Systems Richard Hassett – Cabinet Office SME Agenda Representative
4 House Keeping Timings Fire Alarm Test and Exits Restrooms Refreshments
5 Purpose of today Early Supplier/market engagement o Concept stage - No commitment to go to market o No commitment to lotting structure presented in PIN or presented today o All input received at this stage will be considered but may not be taken forward or acted upon due to limitation/restriction placed upon CCS Review of current TMTi FWA Requirement for new TMTii FWA Informal: o Sharing our TMTii thoughts/approach o What does the market have to offer o 2-Way Not the finished article: o Open to feedback/revision (today or afterwards) Balancing views/requirements/needs of different stakeholders Q&A o Session o Questions Board & Box o Scene Setting
6 Strategic View Crown Commercial Service (CCS) Vision: To deliver value for the nation through outstanding commercial capability and quality customer service. Our role is to provide an integrated commercial and procurement service for Government and the UK public sector, including Health, Local Government, Devolved Administrations, Education and Not for Profit organisations. Vision in Practice: CCS has a key role in supporting the delivery of the Government Spending Review Strategy Chancellor of the Exchequer, George Osborne, Comprehensive Spending Review (CSR 2013) targeting efficiency savings
7 Strategic View The role of CCS Frameworks in delivery of the Government Spending Review Strategy: –Government acting effectively as a single customer when purchasing goods and services. –Promoting collaboration on solutions across Public Sector –Creation of a procurement vehicle facilitating individual or collaborative procurements of varying scales –This desire for local government integration further increases the requirement for suppliers to make sure they have a good understanding of local agendas. –Promote increase shared services adoption particularly on an intra- regional basis, particularly if suppliers can offer specific solutions targeted at specific policies or problem areas. Framework as a vehicle for
8 Strategic View TMT Framework supporting Government Spending Review Strategy: –Reducing cost of TMT across government – VFM –Focussing pan-public sector TMT requirement –Enable collaboration where possible –Creating competitive market for TMT services –Increasing number & mix of suppliers, including SMEs –Streamlining procurement processes for TMT related services –Specify outcomes rather than inputs –Standardise –Fast route to market The role of the TMT Framework ? Consolidate Demand Consolidate Demand Choice Competition Efficiency
9 Customer Feedback - TMTi Positive: Has delivered significant savings to the Tax Payer Saves us time and money as we dont have to go to OJEU Covers a significant degree of our TMT requirements There isnt much the framework does not cover (TMT) Appreciate the support CCS have provided in use of Framework Room for improvement: Framework awareness across Wider Public Sector (WPS) Complex call-off process – lengthy and costly to implement Limited number of suppliers on lots – limited choice Limited catalogue options & inconsistent approach to deployment Key objective of TMTii – Build upon success of TMTi through addressing identified issues Working together
HA High Level Requirements for TMTii April 2014 Highways Agency Network Delivery and Development (NDD) Traffic Technology Division (TDD) Heather Dodds
11 Strategic Road Network (SRN) The HA is responsible for operating, maintaining and improving Englands SRN All motorways and major A trunk roads Assets £108 billion On average 4 million drivers use the SRN every day. The SRN represents 3% of roads in England, yet it carries around a third of all traffic in England. SRN length is 4,300 miles / 7,000 km
12 Total Assets (February 2014) Ramp Metering 98 Camera 2,916 Message Sign 3,610 Meteorology 123 MIDAS sites 6,083 Signal 10,073 Telephone 7,102 Overall 30,005
13 TTD Procurement Strategy Since October 2011, The Traffic Management Technology Framework is the default route for procuring new TTD contracts
14 TTD Use of TMTii 24 contracts let (January 2012 to March 2014) Combined contract value of £44,000,000 Pipeline (April 2014 to March 2016) 14+ contracts Estimated value of £86,000,000 Not including Pinch Point schemes that will come up in 14/15 and 15/16 Delivery partners of the HA will use TMTFii on our behalf HAs share of TMTFi spend (October 2013)
15 Future of Highways Agency April 2015 HA will become a Publicly Owned Company Announced June 2013 after Spending Review 2013 Secures and will continue to secure long term investment from the Government Significant programme of investment beyond 2015 Includes funding for delivery of major projects and planned roads maintenance programme CEO Graham Daulton: We in the Agency will be looking to work with our partners and colleagues in the supply chain to deliver this work with the continuing commitment to efficiency and innovation that has already been demonstrated.
16 Growing capital investment programme Linking to Route Based Strategies High volume of activity across the network Capacity and capability challenge Todays Roads Programme (SR10) Medium term Roads Programme (SR13) Longer term investment (SR13) Capital renewals Pinch points A14 Cambridge to Huntingdon scheme Conventional schemes (widening, bypasses etc…) Smart Motorways Lower Thames Crossing
17 HA Requirements
18 HA Would Like Larger choice of Suppliers including SMEs More smaller Lots, or use sub-lots Warranties on equipment Ongoing maintenance Catalogue facility Delivery Partners ability to set up contracts on our behalf Incentivising supplier performance management framework
19 Lots That The HA Would Like Lot 2: Traffic Signals & Ramp Metering Lot 3: Electronic & Interactive Message Signs Lot 4: Traffic & Vehicle Monitoring Services Lot 6: Environmental Monitoring Services Lot 7: National Traffic Control (NTC), Urban Traffic Control (UTC) & Common Database Systems Lot 8: Traffic Management Research & Consultancy Lot 11: Ancillary Equipment Lots that the HA do not use: Lot 10: Traffic Safety Lot 5: Parking & Access Control Services Lot 9: Street Lighting Services
20 For All Equipment Lots Need to all include all of the following: Calibration; Installation; Research and Development; Associated spares and maintenance; Associated data capture facilities; Training; Business support services; Helpdesk support Associated software, maintenance and support
HA Proposed Lot Structure Technology Equipment Ramp MeteringMessage SignsCCTVStatic CamerasTelephones Motorway Incident Detection Systems Traffic detection technology equipment Traffic detection systems Traffic counting technology and systems Congestion charge systems Traffic control compliant systems Radar detectors Weight and Motion detectors Traffic SystemsTunnels Environment Monitoring Systems PollutionNoiseFloodMeteorologicalAncillaryCabinetsCabinet frames Cables (copper and fibre optic); Communication Mobile communication Command and control system Airwave radiosMedia devices Dynamic Display System Roadside to car technology Traffic Management Technology Database Systems Data Management services Common database integration Database services Consultancy & Project Management Project Management Consultancy services Traffic Engineering services Transport systems consultancy services Technology Feasibility services Technical Specifications
22 Transport Scotland Current and Future Use of the Traffic Management Technology Framework David Marshall Operations Policy Manager Trunk Road Network Operations Transport Scotland
23 c The Scottish Trunk Road Network measures over 3,400km in length and with a gross value of over £16 billion is the Scottish Governments single biggest asset. Transport Scotland, an agency of the Scottish Government, is responsible for managing, maintaining and improving the network on behalf of Scottish Ministers. Trunk Roads are vital to Scotlands economy with 39% of road travel taking place on Trunk Roads. Management of the traffic on our network is supported by: 150 variable message signs; 500 overhead lane control signals; 140 CCTV cameras; 1700 traffic monitoring installations; 800 emergency telephones; An extensive journey time system.
24 Traffic monitoring, control and informing is carried out from the new National Traffic Control Centre at South Queensferry, near Edinburgh. c This increasingly complex road network now makes use of Intelligent Transport Systems to help regulate the flow of traffic at some particularly busy locations.
25 c The maintenance and improvement of this network could not take place without the many procurement exercises required to enlist the services of the private sector. In each case all the possible procurement options are considered and there is an increasing awareness within Transport Scotland of the benefits of using the Traffic Management Technology Framework. Recent procurements through the Framework include: The upgrading of 48 safety cameras to digital; Average speed camera equipment for the A9; 3D laser scanning equipment for use in accident investigation; Traffic Management Technology Consultancy Services.
26 c Looking towards the future, TMTii will provide an important option when considering procurement strategy. It will offer the following advantages: A streamlined process with easy access to approved expert suppliers; A model contract document with standard terms and conditions that can be tailored to particular projects; A wide ranging and flexible lot structure; The use of the eSourcing tool to manage the further competition process; The ability to order from catalogues. The use of the TMT Framework ties in with our Corporate Plans stated intention of using transport public procurement to maximum effect so that the public sector makes maximum use of its purchasing power. Transport Scotland has an ambitious programme of road improvement works to deliver over the next few years, ranging from small but important road safety improvements to major schemes such as the £3 billion A9 dualling project.
27 Warwickshire - Requirements Traffic Control and Information Systems Team Design Services Gafoor Din – Principal Engineer
Traffic Control and Information System Team are responsible for : Traffic Signal Junctions - 97 Pedestrian Crossings – 195 Car Park Management Signs - 44 Automatic Rising Bollards - 8 Real Time Passenger Information – 10 CCTV Cameras - 12 Revenue Costs
30 Improved network management Improving safety Better travel and traveller information Better public transport More efficient freight transport Reducing environmental impact OBJECTIVES TOOLS Delivering Outcomes not Implementing Technology Outcomes
31 Warwickshire - Requirements The provision of:- a complete end to end solution for the preliminary design, detail design, equipment provision, installation, commissioning, maintenance and decommissioning. OR Any element of the above
UTC (Urban Traffic Control System) Remote Monitoring System Maintenance Revenue Costs
Asset Management Before After
34 Lot 1 Traffic Management Solutions Lot 2 Traffic Signals Lot 3 Electronic and Interactive Message Signs Lot 4 Traffic and Vehicle Monitoring Services Lot 5 Parking and Access Control Lot 6 Environmental Monitoring Systems Lot 7 Urban Traffic Monitoring Control (UTMC) systems or Common Database systems Lot 10 Roadside Safety Key Lots
35 Service Descriptions Summary Traffic Management Solutions Traffic Signals and Ramp Metering Traffic and Vehicle Monitoring Services, Including Road Charging Active Traffic Management & GIS (incl. VMS) Parking and Access Control Services Environmental Monitoring Services National Traffic Control, Urban Traffic Control and Common Database Systems Traffic Management Research, Consultancy and Project Management Street Lighting Services (incl. LED) Traffic Management - Roadside Safety Sustainable Transport - Alternate Vehicle Fuel/Energy Infrastructure Traffic Management Communications Vehicle Guidance Systems Catalogue [Ancillary] Summary of Demand Determined So Far Summary of Demand Determined So Far TBC
36 TMTii Outcomes Transformation: Scalable and Flexible Procurement Vehicle/Solution Innovation (Supplier lead) Sustainability Transparency Increasing standardisation & commoditisation Focus on pan-public sector Traffic Management requirement Pan-public sector awareness Performance Best of breed Increased sharing of best practice, lessons learned Outcome/output based performance management - KPIs Value For Money (VFM) – Savings For The Nation (Tax Payer) Obligations Assist customers in meeting their duties under the Traffic Management Act 2004 Meet wider Government Agendas/Policies (Efficiency Savings, SME, Sustainable Procurement, Green/Environmental) What does TMTii need to deliver over and above Goods & Services?
37 Breakout Session Group A –What we (the Supplier) can bring to a TMTii – Value Proposition New Services / Technology Added Value e.g. –Innovation –Promoting framework (What does TMTii have to have to release the potential – what do we (CCS) need to build into specification / ask suppliers?) Group B –What works well (more of) / not so well (less of) within TMTi –What we (the Supplier) would like to see from TMTii –What we (the Supplier) would like CCS to do more of Group C –What customers are asking us (the Supplier) for When approaching us (the Supplier) under the Framework When approaching us (the Supplier) outside of the Framework (What does TMTii have to have to release the potential?)
Getting Full Value from SME suppliers Richard Hassett Small & Medium Enterprise Programme 1 April 2014
40 The Coalition Agreement UNCLASSIFIED We will promote small business procurement, in particular by introducing an aspiration that 25% of government contracts* should be awarded to small and medium-sized businesses and by publishing government tenders in full online and free of charge. Re-iterated in the Mid Term Review: We will aim to ensure that 25% of government spend goes to SMEs *by value directly and in the supply chain Getting Full Value from SMEs
41 The Prime Ministers speech 11 Feb Getting Full Value from SMEs Today, we are announcing big changes to the way government does business. No one should doubt how important this is. Its important for getting to grips with our deficit – as it will help us tackle waste and control public spending....the system doesnt encourage small and medium-sized businesses, charities and social enterprises to compete for contracts… …the very firms who can provide the competitive pressure to drive down costs..... wherever possible, were going to break up large contracts into smaller elements, so that SMEs can make a bid and get involved
42 What is an SME? 42 Getting Full Value from SMEs StaffTurnover, m Micro<10<2 Small10 to 492 to 10 Medium50 to 249<50 SMEs must be autonomous. There is a complicated definition of autonomy but it means not owned nor controlled by another enterprise EU headquartered SMEs retain their SME status if they outgrow the limit for both the rest of that financial year and the whole of the following financial year
43 Getting Full Value from SMEs Key SME Programme Reforms Introduced the Crown Representative for SMEs – they have a voice at the top table Developing tools to make it easier to find opportunities to do business with Government – Contracts Finder, Solutions Exchange Reformed the procurement process removing barriers – abolished PQQ below threshold, LEAN SMEs given new channels of communication including Mystery Shopper and SME Panel Lead ministers and SME Champions appointed. Departmental SME plans with specific targets for spend with SMEs Big is not always beautiful – Optimal contract size Optimise lotting structure Getting the best bidders bidding Changing buying behaviours and supporting achievement of the 25% aspiration
44 Direct spend with SMEs has increased 4 % of total Central Government spend on Goods and Services In FY12/ % is spent indirectly with SMEs 10.5% is spent directly FY11/12 vs FY12/13 direct spend Getting Full Value from SMEs
45 7 key steps to working with SME suppliers 45 Getting Full Value from SMEs 1. Understanding that the goal is Getting Full Value from SME suppliers This means buying from an SME supplier every time they are the best value for money. 2. Setting Optimal Contract Sizing i.e. Knowing when Big is Beautiful and when Small is Beautiful 3. Using optimal lotting structures 4. Getting the Best (SME) Bidders Bidding 5. Getting them to Do Good Bids (we already have a fix for this by hosting bidding skills seminars) 6. Winning the hearts and minds of the customers (to be happy to buy from suppliers new to them) 7. Avoiding common pitfalls in delivery by providing appropriate help in contract management to both buyers newly buying from an SME and to SMEs supplying for the first time.
46 The EU directive will help 46 Getting Full Value from SMEs ¶Transposition within 2 years but planned for late 2014 ¶Buyers will have to sub-lot or explain their reasons. The Recitals suggest that reasons could include restricting competition or making execution hard. ¶Turnover caps limited to 2 times the contract value ¶Buyers can limit the number of lots any one bidder can win ¶Pre-market engagement explicitly permitted ¶Greater use of supplier self-declarations where only the winning bidder has to submit certificates ¶Poor prior performance is explicitly permitted as grounds for exclusion ¶Simplification of the rules on Dynamic Purchasing Systems ¶Ability to reserve awards to VCSEs for a limited period ¶E-marketplaces expressly permitted ¶Minimum times for responses are cut by a third to allow for faster procurements
47 Further opportunities 47 Getting Full Value from SMEs 1. Moving away from risk aversion and taking a proportionate approach to risk 2. Being driven by customer needs rather than procurement processes 3. Make more use of SBRI 4. Mobilise the supply chain to increase their use of SMEs and encourage prompt payment
48 GDS are driving change from the heart of Government 5 Exemplar projects Oversight of central government projects New procurement channels GDS 127 digital projects 25 exemplar projects including: Electoral registration, Rural support (CAP), PAYE for employees, Criminal Record Check & Visa Applications Approve technical aspects of projects Facilitate pre-market engagement with departments Advise on technical architecture Build skills & drive behavioural change in departments Promote Open Standards G Cloud Digital Services Framework (DSF) Simplification of the framework tendering process Getting Full Value from SMEs
49 SME spend on G-Cloud is going from strength to strength 8 G-Cloud 3 83% of suppliers are SMEs 58% of total spend is going to SMEs G-Cloud 4 84% of suppliers are SMEs £m, invoices Getting Full Value from SMEs
50 Through G Cloud SMEs win over two thirds of Central Government IT business %, invoices Getting Full Value from SMEs
51 Improving the Cloudstore means... Making it easier for suppliers to upload catalogues Simplifying the accreditation process Increasing awareness of the Cloud store amongst the Government customer base 12 Expanding the product range on Cloudstore to meet the needs of Government customers Getting Full Value from SMEs
52 Kainos case study 52 Getting Full Value from SMEs Kainos are a Belfast based software house with a large business building bespoke software as well as some product businesses In early 2012, Mark ONeill from Government Digital Service was looking for an agile software development house to build new digital web sites using agile. Kainos then were under 250 people. Early major projects included the Electoral Roll system (ERTP) where we had a quote for £35m and Kainos built it for £0.8m. By 2013 Kainoss government business was growing largely through G Cloud. They did projects for Defra, DfiD, DVLA, the Cabinet Office and VOSA (DfT). At this point they were investing in growing the business and learning how to compete. Focus was still on front end systems. By 2014 Kainos are competing for bigger back end mission critical systems and have 530 people. Their key lesson is to maintain quality of delivery.
Getting Full Value from SME suppliers Getting Full Value from SMEs
54 Sustainability Agenda Objectives: –Value for money –Lower operational costs –Deliver wider social/economic benefits –Protect the environment –Meet commitments/obligations, e.g. Legal, policy –Innovation
55 Sustainability Agenda Environmental –Greenhouse Gas Emissions –Waste generated –Water use Social –Equality & Diversity –Ensuring Working conditions & Ethical trade –Labour risks in the supply chain Economic –Developing Workforce Skills –Developing SMEs –Delivering Community Benefits
56 CCS Framework A framework agreement is an umbrella agreement that sets out the terms (particularly relating to price, quality and quantity) under which individual contracts (call-offs) can be made throughout the period of the agreement Framework Agreement – governs the contractual relationship between service providers & CCS: –Based on CCS standard agreement for Services –CCS deliverables Management Information / Reporting requirements –Supplier Relationship Management –Lot Structure Model Contract (Call-Off) – governing the contractual relationship between service providers & Authority customers –Modular basis – Authority customers will amend to reflect specific requirements –Schedules / Optional Clauses – with suggested standard structures – for Authority customer to populate with their specific requirements What is a FRAMEWORK ? What is a FRAMEWORK ?
57 TMTii Procurement Strategy Flexible procurement vehicle (scalable and efficient): –Streamline process for any public sector requirement: May consider their own procurement – Minimise Collaborative procurements of varying scales – Enable –Choice Procurement route: Further competition / Direct Suppliers (SMEs) Optimal T&Cs: –Fit for purpose and proportional –Easy to do business with Minimise transactional costs (minimise resource) – Both parties –Commercial: Transparent, cost based pricing (where appropriate) Performance & pricing benchmarking (market & TMT framework) How does TMTii deliver desired Outcomes ? TMTii Framework Exploring NEC3 Options for Call- Off Model Contract Exploring Simplified Evaluation Approaches
58 TMTii Framework Overview TMTii Model Contract(s) CCS TMTii Framework Agreement CCS TMTii Framework Agreement Suppliers obligations to Customer Business Objectives Required Behaviours Compliance with Supply Agreements Role of TMT Supplier Governance Continuous Improvement Innovation SLAs / KPIs – Performance MI Requirements Benefits Methodology MI Requirements Suppliers obligations to Customer Business Objectives Required Behaviours Compliance with Supply Agreements Role of TMT Supplier Governance Continuous Improvement Innovation SLAs / KPIs – Performance MI Requirements Benefits Methodology MI Requirements CCC CCC = Customer Call-off Contract Suppliers obligation to CCS Commercial Relationship between Supplier and Customer Commercial Relationship between Supplier and CCS
59 Lot Structure TMTii Lotting structure created to respond to: - Customer needs - How they want to contract for TMT - Flexible (Scalable) - Efficient - Choice
60 Lot Structure – Concept LOT 1 LOT 2 LOT 5 LOT 4 LOT 3 LOT X Lot 1 Suppliers Lot 2 Suppliers Lot 3 Suppliers Lot 4 Suppliers Lot 5 Suppliers Lot X Suppliers CATALOGUE LOT CATALOGUE LOT Lot 1 Suppliers Lot 2 Suppliers Lot 3 Suppliers Lot 4 Suppliers Lot 5 Suppliers Lot X Suppliers CAT Suppliers + Full award criteria Limited supplier No. (fixed / quality ?) Further competition Full call-off model contract Auto qualification for Catalogue Potential for lighter touch award criteria High No. suppliers (if quality met) Direct award Potential for lighter touch Call-off Model contract Catalogue search functionality NEC3 Engineering & Construction Contract NEC3 Term Services Contract NEC3 Professional Services Contract NEC3 Supply Contract NEC3 Engineering & Construction Contract NEC3 Term Services Contract NEC3 Professional Services Contract NEC3 Supply Contract NEC3 Supply Short Contract NEC3 Term Services Short Contract NEC3 Supply Short Contract NEC3 Term Services Short Contract SME Friendly SME Friendly Commoditised Goods and Services Complex Exploring NEC3 Options for Model Contract Defined Quantity Spec Price Defined Quantity Spec Price Short Contracts? Short Contracts?
61 Lot Structure – Concept LOT SUB-LOT 1 SUB-LOT 2 SUB-LOT 3 No. Suppliers on Sub-Lot (e.g. Up to 5) Max no. of Sub-Lots that a supplier can apply for (Total No. Sub-Lots – 1) Sub-Lot specific award criteria (e.g technology / geographical / supply chain) No. Suppliers on Lot (e.g. Up to 25) Lot wide award criteria Suppliers Suppliers Suppliers Suppliers NB: Sub-Lot Structure unlikely to be appropriate for all Lots. SME Friendly SME Friendly Apply for 1 option only Further Competition Further Competition Requirement A or B or C Max No. of suppliers invited 15 Requirement A+B+C Max No. of suppliers invited 10 Requirement ARequirement B Requirement C Requirement A+B+C
62 CCS Responsibilities Framework Support –Quarterly framework updates –Customer support Website –Online documentation –Framework Customer Brochure –Case studies Procurement tools –Catalogue – Direct Procurement –eSourcing Suite Tool – Further competition
63 Suppliers Responsibilities Promote Framework –Customer engagement Provide CCS with –Monthly MI –KPI –Business plan
64 Provisional TMTii Procurement Timetable Open Procedure – single stage process Timescale: OJEU ITT publish – September/October 2014 Clarification Q&As – October/November 2014 Tenders Responses – November 2014 Tender Evaluation – November/December day Standstill period – January 2015 Contract Awards – February/March 2015 Open for Further Competitions – March/April 2015 Open to any public sector organisation to run further competitions
65 CCS Procurement Guidance New to responding to CCS framework tenders? I am a Supplier web pages: How to compete for government business Registering for E Sourcing Suite How to response to a tender – guidance E Sourcing Suite training Useful: on-framework-agreements/http://blog.tendersdirect.co.uk/2010/05/27/answering-your-questions- on-framework-agreements/
Summary TMTii aims to deliver: Efficient procurement process Flexible procurement vehicle for the entire public sector Scalable and efficient Streamline process for any TMT requirement Offer choice (route to market) Optimal T&Cs: Fit for purpose and proportional Facilitate making Public Sector easy to do business with VFM TMT2 seen as the procurement vehicle of choice for TMT
67 Next Steps These slides, Q&A & any draft material – as available will be published on CCS website I am a Supplier Industry days page Feedback via to General TMTii approach TMTii Commercial approach Procurement vehicle/lotting structure Specific concerns about TMTii framework procurement Q & A?