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© Cameron Consulting 2012. All rights reserved. Engaging SME’s – ‘The Best Things Come in Small Packages?’ Karen Thody BSc(Hons) MCIPS MinstLM MIC.

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Presentation on theme: "© Cameron Consulting 2012. All rights reserved. Engaging SME’s – ‘The Best Things Come in Small Packages?’ Karen Thody BSc(Hons) MCIPS MinstLM MIC."— Presentation transcript:

1 © Cameron Consulting All rights reserved. Engaging SME’s – ‘The Best Things Come in Small Packages?’ Karen Thody BSc(Hons) MCIPS MinstLM MIC

2 © Cameron Consulting All rights reserved. Background

3 What are we really talking about? Company Category EmployeesTurnover (Euros) Micro<10≤2m Small<50≤10m Medium<250≤50m Turnover £2bn with pre-tax profits of £94.5m (10 x turnover of ‘average’ SME)

4 A sporting chance……. Real life PQQ:ITT filter 50:5068.8%78.4%

5

6 The ‘Big’ Agenda “So if you run or represent SMEs, give us the chance to prove we’re serious about much more public sector business going to small businesses. We want SMEs to be confident that, if they bid for our business, they know there is a real chance of winning”. Our latest figures show that the value of central government business going to SMEs is on track to double from £3 billion to £6 billion (6.5% to 13.7%) by the end of this financial year, despite government spending much less overall on procurement.

7 What will make it easier? Catches all contracting authorities in England and most in Wales, but not utilities Applies to all above-threshold, non-excluded, services procurements (Part A's and Part B's) and frameworks for such services Originally a private member's bill; main provisions came into force 31 January 2013 Social Value Act?

8 What will make it easier? Comments based on public sector draft (30 November 2012) Contains lots of proposals to help SME's For supplies or services procurements valued at >€500,000 and all above-threshold works contracts, you must consider dividing procurement into lots and, if it considers lots unsuitable, explain why. New Procurement Rules?

9 Social Value will be the panacea? Before commencing a procurement, you must consider: How what is proposed to be procured might improve the economic, social and environmental well being of the relevant area; and What you might do in conducting the procurement with a view to securing that improvement; Whether to consult with stakeholders on these issues

10 No….it’s all about proportionality! Focus on lots….And limiting the number of lots! Measures to ‘reduce the burden’ of PQQ ‘Show me the money’* ‘Lots’ could actually put larger companies off…. Perils of self certification?

11 BUT, something doesn’t add up Disclaimer Required? During the next section, I may well refer to ‘real life examples’ - of good (and bad!) practice Feel free to ask questions!

12 © Cameron Consulting All rights reserved. Outcome Based Research?

13 A little research….. Cost Maude states that the average cost of each French public sector procurement is £19,000, while in the UK it is £46,000, and that typically UK ‘bidding costs’ are four times as much Why is bidding cost so important? Murray, 2011 “The biggest failure of the whole speech is that it does not say how the proposed changes will be made to work. For example a number of the older initiatives mentioned have failed to cascade from policy to embedding in procurement strategy, procedures and performance management”. “The speech did not explain how the new ‘revolutionary initiatives’ will be monitored. Without performance management, it will be difficult to make progress”.

14 Is History Going To Repeat Itself? “The ideas will not revolutionise how government buys, because most of initiatives are recycled. That is not to say that some of the initiatives should not be re-emphasised at a time when procurement appears to have drifted to a focus on price. Yet policy-makers need to understand there is an enormous chasm between saying something will, or should, happen and it actually happening—the revolution would need to be embedded in procurement strategy, procedures and performance management. In the absence of a robust approach to performance the revolution, recycled or not, can only be expected to remain a pipedream. A failure to implement procurement policy should be a concern as it weakens the whole foundation of the UK’s austerity strategy” (Murray, In Publication)

15 Historical Barriers to SME entry? (Loader, 2005) Lack of awareness to opportunities Difficulty getting on ‘approved supplier lists’ Lengthy & Complex Tendering Process Overly Prescriptive Requirements Insufficient consultation prior to tender Scales of contract unsuitable for SME’s Too much focus on cost Restrictive requirements (e.g ISO14001)

16 There’s more….. How we make procurement decisions Value adding and quality are factors but cost-cutting, which is most prominent, is the more difficult for SMEs (Beaver and Prince,2004). Bovis (1996) determined that a majority of SMEs found larger scale public contracts to be an inhibiting factor to supply and this was supported more recently by Walker and Preuss (2008) in their study focusing on sustainable procurement. Supplier consortia could provide a means for small firms to enhance their capacity. However, evidence suggests that such arrangements prove difficult for small businesses, because of their characteristics and attitudes, especially as a consequence of the dominant nature of the owner-manager role (Pittaway, 2004). Entry barriers increasing for SME’s?

17 As if that wasn’t enough…..7 years on, what’s the difference? Track RecordBureaucracyInertia Lack of competence Contact & Accessibility*

18 What should the difference be? Case Law relating to Track Record Evaluation All contracts >EU thresholds subject to same process regardless of company size applying Public Sector Inertia….to be discussed! Lack of competence remains, particularly in SME understanding of tendering requirements and that ‘things ain’t like they used to be’ Process led procurement means that handshakes over breakfast are no longer the way to do business Track Record BureaucracyInertia Lack of competence Contact & Accessibility*

19 And yet…… “The voices of SMEs are getting through to government thanks to the Mystery Shopper initiative, and problems are being dealt with. There is always more to do, but we are on the right path to a more dynamic, transparent and innovative supplier marketplace, which will lead to better government services and better value for money for taxpayers”.

20 Mystery Shopper ‘Enquiries’ Example 1 What can cabinet office actually ‘enforce’ ? Example 2 Example 3

21 © Cameron Consulting All rights reserved. Real Life Examples… What is the marketplace doing?

22 Soft Market Test Pre Procurement Engagement

23 Soft Market Test

24

25 Do those results ring true?

26 Encouraging SME Inclusion at Pre- Procurement Stage Client Be realistic! Manage Expectations in line with strategy SME Be Realistic! Manage Expectations in line with Company Capacity Stakeholders Be Realistic! Manage Expectations in line with the actual service requirements! What is possible? What are the actual benefits? What does it reveal? What can the key challenges be How do you overcome them….. What is possible? What are the actual benefits? What does it reveal? What can the key challenges be How do you overcome them…..

27 Catalyst Housing – Strategic Alliance to benefit all Pre-Procurement Lots of stakeholder engagement to ascertain –What works well –What doesn’t work so well –Ideals for a ‘new’ service Soft Market Test & Resident Conferences to explore ‘what the market could deliver’ Contracts were split into ‘areas’ True capital spend was analysed before going to tender to ensure financial limits were set appropriately Focus on ‘getting the job done’ over ‘corporate gloss’

28 Catalyst Housing – Strategic Alliance to benefit all During Procurement Development of Local Supply Chain Working with the Gateway team to develop ‘value added’ but with full support! –Apprenticeships –P2P –Return to work –Local Initiatives Regular ‘handholding’ meetings to ensure contracts being adhered to & pricing matrices’; KPI’s etc being met Significant client project management Post Contract Award Robust PQQ process with use of SSIP and best practice reporting (no duplication) ITT focused on ‘the job in hand’ rather than making promises which would never be met Significant resident involvement which was used as evidence for CHL TPAS accreditation However….no defaults; incentives being met and no contractual disputes ‘just because they can’

29 A balancing act? Directly employed labour Strong Owner Interest Direct points of communication Specialist Skills within SMEs Capacity Capability Strong project management can be required ‘Hand to Mouth’ IT Implementation Disaster Recovery? Tendering cost can be prohibitive Can be hard to manage during tender exercises!

30 Can Value For Money Be Achieved? Lower overhead rates – no ‘glossy’ offices Might avoid cost of re-procurement due to contract failure ‘Value Added Schemes’ may be more relevant to local economy Working with local supply chain may lead to greater discount which can be passed on More willing to abide by set contract terms Use of direct labour Greater client side project management resource may be required May not have ‘back office support’ to assist with ‘value added schemes’ Supply chain may not be as robust and discounts difficult to pass on

31 © Cameron Consulting All rights reserved. Stumbling Blocks

32 Processes; Protocols & People! ‘Prompt Payment Schedules……..’ SME’s thrive where a broader value-for-money decision factor is required and where shorter and smaller-scale contracts are available through open competition. Is it possible that Government ‘publicity’ is making SMEs ‘run before they can walk’? ‘Capacity’ ‘Purchasing Power’ ‘Decision Makers……..’ ‘Organisation Strategy?’

33 What can we do to help? Simplify PQQs? SME’s thrive where a broader value-for-money decision factor is required and where shorter and smaller-scale contracts are available through open competition. Is it possible that Government ‘publicity’ is making SMEs ‘run before they can walk’? Don’t ask for irrelevant information? Set appropriate criteria to the nature of work being procured Undertake full pre- procurement activity to understand what the market can deliver Be honest! Use of Open Tendering – cutting out 1 stage will reduce bid costs (on both sides) Use of Open Tendering – cutting out 1 stage will reduce bid costs (on both sides) Apply logic Think Innovatively Adhere to internal standards Keep up to date with procurement standards & case law!

34 Barriers to SME inclusion……

35 © Cameron Consulting All rights reserved. Progress?

36 Sir Francis Maude New commitments from large private sector players. A new approach to IT contracts. Prompter payment for SMEs. This will include rolling out Project Bank Accounts, which are already being used successfully in the construction sector, to sectors such as defence and facilities management. Greater transparency. The first department to be rated by SMEs will, appropriately, be the Cabinet Office in May. Extending the investigative Mystery Shopper service. Following the success of the Mystery Shopper service - where SMEs can complain about procurements and trigger an investigation - the Cabinet Office will now investigate complaints from sub-contractors about unfair practices in the supply chain of government contracts. Better dialogue between government and smaller businesses. New online tool will help government buyers to engage earlier with SMEs. It will allow buyers to put informal postings online about what they need to buy in future and SMEs will be able to respond and explain what they can offer.

37 Will ‘Social Value Act’ impact SME inclusion The Public Contracts (Social Value) Act 2012 places an obligation on Contracting Authorities to give consideration to the potential social benefits that can be delivered from every service contract other than those called off under framework agreements. This process must take place before inviting offers, and should involve customers where appropriate.

38 Social Value Act

39 Will ‘updated EU directive’ impact SME inclusion “You will have to take contractors on trust that information they supply re mandatory and optional exclusion conditions, minimum requirements for qualification and scored questions is correct. Verification can only be (and must be) demanded at end of process, and then only from putative winner” “You will have to take contractors on trust that information they supply re mandatory and optional exclusion conditions, minimum requirements for qualification and scored questions is correct. Verification can only be (and must be) demanded at end of process, and then only from putative winner”

40 © Cameron Consulting All rights reserved. Final Thoughts

41 Thoughts…not suggested actions!* Understand what the market can offer successfully for your needs - use pre- engagement Don’t use Social Value to preclude bidders who aren’t ‘local’, use it effectively to input criteria which assist the local economy Understand the frustrations of all parties during the procurement process Be realistic with yourself about your internal capacity and capability Be honest about your organisation size and need –Wouldn’t it be lovely to appoint partner firms using assessment centres to determine cultural fit based on your own ways of working and size? Don’t break things down into lots if it could be considered as disaggregation! Retain equality of treatment at all times and ensure that all bidders understand the way in which you are evaluating them regardless of size…..another story for another day!

42 Questions


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