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TMT Supplier Engagement Event – April 2014

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Presentation on theme: "TMT Supplier Engagement Event – April 2014"— Presentation transcript:

1 TMT Supplier Engagement Event – April 2014

2 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 PROTECT [IL1]

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 PROTECT [IL1]

4 House Keeping Timings Fire Alarm Test and Exits Restrooms Refreshments

5 Purpose of today Scene Setting Early Supplier/market engagement
Concept stage - No commitment to go to market No commitment to lotting structure presented in PIN or presented today 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: Sharing our TMTii thoughts/approach What does the market have to offer 2-Way Not the ‘finished article’: Open to feedback/revision (today or afterwards) Balancing views/requirements/needs of different stakeholders Q&A Session Questions Board & Box Scene Setting PROTECT [IL1]

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 PROTECT [IL1]

7 Framework as a vehicle for
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 PROTECT [IL1]

8 The role of the TMT Framework ?
Strategic View The role of the TMT Framework ? 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 Consolidate Demand Competition Choice Efficiency PROTECT [IL1]

9 Customer Feedback - TMTi
Positive: Has delivered significant savings to the Tax Payer Saves us time and money as we don’t have to go to OJEU Covers a significant degree of our TMT requirements There isn’t 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 PROTECT [IL1]

10 HA High Level Requirements for TMTii
April 2014 Highways Agency Network Delivery and Development (NDD) Traffic Technology Division (TDD) Heather Dodds PROTECT [IL1]

11 Strategic Road Network (SRN)
The HA is responsible for operating, maintaining and improving England’s 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 PROTECT [IL1]

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 PROTECT [IL1]

13 TTD Procurement Strategy
Since October 2011, ‘The Traffic Management Technology Framework is the default route for procuring new TTD contracts’ PROTECT [IL1]

14 HA’s share of TMTFi spend (October 2013)
TTD Use of TMTii HA’s share of TMTFi spend (October 2013) 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 PROTECT [IL1]

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.” PROTECT [IL1]

16 Today’s Roads Programme
Growing capital investment programme Linking to Route Based Strategies High volume of activity across the network Capacity and capability challenge Lower Thames Crossing Capital renewals Longer term investment (SR13) Pinch points Medium term Roads Programme (SR13) 1 Smart Motorways 2 Conventional schemes (widening, bypasses etc…) Today’s Roads Programme (SR10) 3 A14 Cambridge to Huntingdon scheme PROTECT [IL1]

17 HA Requirements PROTECT [IL1]

18 HA Would Like Larger choice of Suppliers including SME’s
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 PROTECT [IL1]

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 PROTECT [IL1]

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 PROTECT [IL1]

21 HA Proposed Lot Structure
Technology Equipment Ramp Metering Message Signs CCTV Static Cameras Telephones 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 Systems Tunnels Environment Monitoring Systems Pollution Noise Flood Meteorological Ancillary Cabinets Cabinet frames Cables (copper and fibre optic); Communication Mobile communication Command and control system Airwave radios Media 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 PROTECT [IL1]

22 Transport Scotland Current and Future Use of the Traffic Management Technology Framework
David Marshall Operations Policy Manager Trunk Road Network Operations Transport Scotland PROTECT [IL1]

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 Government’s 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 Scotland’s 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. PROTECT [IL1]

24 c Traffic monitoring, control and informing is carried out from the new National Traffic Control Centre at South Queensferry, near Edinburgh. This increasingly complex road network now makes use of Intelligent Transport Systems to help regulate the flow of traffic at some particularly busy locations. PROTECT [IL1]

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. PROTECT [IL1]

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 Plan’s 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. PROTECT [IL1]

27 Warwickshire - Requirements
Traffic Control and Information Systems Team Design Services Gafoor Din – Principal Engineer PROTECT [IL1]

28 Resources PROTECT [IL1]

29 Traffic Control and Information System Team are responsible for:
Revenue Costs 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 PROTECT [IL1]

30 Outcomes Delivering Outcomes not Implementing Technology
OBJECTIVES TOOLS Improved network management Improving safety Better travel and traveller information Better public transport More efficient freight transport Reducing environmental impact PROTECT [IL1]

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 PROTECT [IL1]

32 Revenue Costs UTC (Urban Traffic Control System) Remote Monitoring System Maintenance PROTECT [IL1]

33 Asset Management Before After
New controllers and feeder pillars – Extra Low Voltage equipment – reduced costs, improved electrical safety, lower power consumption Improved longevity of LED technology means lower power, fewer maintenance visits and reduced carbon emissions.  NAL sockets to reduce future maintenance costs if knock downs Implement new communications

34 Key Lots 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 PROTECT [IL1]

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 TBC PROTECT [IL1]

36 What does TMTii need to deliver over and above Goods & Services?
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? PROTECT [IL1]

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?) PROTECT [IL1]


39 Getting Full Value from SME suppliers
Richard Hassett Small & Medium Enterprise Programme 1 April 2014 PROTECT [IL1]

40 The Coalition Agreement
“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 UNCLASSIFIED Getting Full Value from SMEs UNCLASSIFIED

41 The Prime Minister’s speech 11 Feb 2011
“Today, we are announcing big changes to the way government does business.” “No one should doubt how important this is.” “It’s important for getting to grips with our deficit – as it will help us tackle waste and control public spending.” “...the system doesn’t 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, we’re going to break up large contracts into smaller elements, so that SMEs can make a bid and get involved” Getting Full Value from SMEs PROTECT [IL1]

42 Getting Full Value from SMEs
What is an SME? Staff Turnover, €m Micro <10 <2 Small 10 to 49 2 to 10 Medium 50 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 Getting Full Value from SMEs PROTECT [IL1]

43 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 Getting Full Value from SMEs PROTECT [IL1]

44 Direct spend with SMEs has increased
FY11/12 vs FY12/13 direct spend In FY12/13 9.4 % is spent indirectly with SMEs 10.5% is spent directly % of total Central Government spend on Goods and Services Getting Full Value from SMEs PROTECT [IL1]

45 7 key steps to working with SME suppliers
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 SME’s supplying for the first time. Getting Full Value from SMEs PROTECT [IL1]

46 The EU directive will help
 ¶ 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 Getting Full Value from SMEs PROTECT [IL1]

47 Further opportunities
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 Getting Full Value from SMEs PROTECT [IL1]

48 GDS are driving change from the heart of Government
Exemplar projects 127 digital projects 25 exemplar projects including: Electoral registration, Rural support (CAP), PAYE for employees, Criminal Record Check & Visa Applications GDS Oversight of central government projects 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 New procurement channels G Cloud Digital Services Framework (DSF) Simplification of the framework tendering process Getting Full Value from SMEs PROTECT [IL1]

49 SME spend on G-Cloud is going from strength to strength
£m, invoices G-Cloud 3 83% of suppliers are SMEs 58% of total spend is going to SMEs G-Cloud 4 84% of suppliers are SMEs Getting Full Value from SMEs PROTECT [IL1]

50 Through G Cloud SMEs win over two thirds of Central Government IT business
%, invoices Getting Full Value from SMEs PROTECT [IL1]

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 Expanding the product range on Cloudstore to meet the needs of Government customers Getting Full Value from SMEs PROTECT [IL1]

52 Getting Full Value from SMEs
Kainos case study Kainos are a Belfast based software house with a large business building bespoke software as well as some product businesses In early 2012, Mark O’Neill 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 Kainos’s 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 SMEs PROTECT [IL1]

53 Getting Full Value from SME suppliers

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 PROTECT [IL1]

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 PROTECT [IL1]

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 ? PROTECT [IL1]

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 ? Exploring Simplified Evaluation Approaches Exploring NEC3 Options for Call-Off Model Contract TMTii Framework PROTECT [IL1]

58 TMTii Framework Overview
Commercial Relationship between Supplier and CCS Suppliers obligation to CCS 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 TMTii Model Contract(s) CCC CCC CCC CCC CCC Commercial Relationship between Supplier and Customer CCC = Customer Call-off Contract PROTECT [IL1]

59 Lot Structure TMTii Lotting structure created to respond to:
Customer needs - How they want to contract for TMT Flexible (Scalable) Efficient Choice PROTECT [IL1]

60 Lot Structure – Concept
Commoditised Goods and Services Complex LOT 1 Lot 1 Suppliers CATALOGUE LOT Lot 1 Suppliers SME Friendly Lot 2 Suppliers LOT 2 Lot 2 Suppliers Lot 3 Suppliers LOT 3 Lot 3 Suppliers Lot 4 Suppliers LOT 4 Lot 4 Suppliers Lot 5 Suppliers Defined Quantity Spec Price LOT 5 Lot X Suppliers Lot 5 Suppliers + LOT X CAT Suppliers Lot X 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 Exploring NEC3 Options for Model 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 Short Contracts? PROTECT [IL1]

61 Lot Structure – Concept
Further Competition Requirement A+B+C LOT No. Suppliers on Lot (e.g. Up to 25) Lot wide award criteria Apply for 1 option only Requirement A SUB-LOT 1 Requirement B SUB-LOT 2 Requirement C 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) Suppliers 1 -10 Requirement A+B+C Max No. of suppliers invited 10 Suppliers 11-15 Suppliers 16-20 Suppliers 21-25 Requirement A or B or C Max No. of suppliers invited 15 SME Friendly NB: Sub-Lot Structure unlikely to be appropriate for all Lots. PROTECT [IL1]

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 PROTECT [IL1]

63 Suppliers Responsibilities
Promote Framework Customer engagement Provide CCS with Monthly MI KPI Business plan PROTECT [IL1]

64 Provisional TMTii Procurement Timetable
Open Procedure – single stage process Timescale: OJEU ITT publish – September/October 2014 Clarification Q&A’s – 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 PROTECT [IL1]

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/ PROTECT [IL1]

66 TMT2 seen as the procurement vehicle of choice for TMT
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 PROTECT [IL1]

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? PROTECT [IL1]

68 Q & A PROTECT [IL1]

69 The End Thank You PROTECT [IL1]

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