1. TMT Supplier Engagement Event – April 2014
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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
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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
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4. House Keeping Timings Fire Alarm Test and Exits Restrooms Refreshments
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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
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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
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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
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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
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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
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10. HA High Level Requirements for TMTii
April 2014
Highways Agency
Network Delivery and Development (NDD)
Traffic Technology Division (TDD)
Heather Dodds
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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
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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
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13. TTD Procurement Strategy
Since October 2011,
‘The Traffic Management Technology Framework
is the default route for procuring new TTD contracts’
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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
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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.”
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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
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17. HA Requirements
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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
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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
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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
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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
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22. Transport Scotland Current and Future Use of the Traffic Management Technology Framework
David Marshall
Operations Policy Manager
Trunk Road Network Operations
Transport Scotland
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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.
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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.
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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.
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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.
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27. Warwickshire - Requirements
Traffic Control and Information Systems Team
Design Services
Gafoor Din – Principal Engineer
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28. Resources
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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
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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
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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
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32. Revenue Costs
UTC (Urban Traffic Control System) Remote Monitoring System Maintenance
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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
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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
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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?
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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?)
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38. LUNCH
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39. Getting Full Value from SME suppliers
Richard Hassett
Small & Medium Enterprise Programme
1 April 2014
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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
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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
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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
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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
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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
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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
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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
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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
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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
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50. Through G Cloud SMEs win over two thirds of Central Government IT business
%, invoices
Getting Full Value from SMEs
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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
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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
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53. Getting Full Value from SME suppliers
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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
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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
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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 ?
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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
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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
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59. Lot Structure TMTii Lotting structure created to respond to:
Customer needs - How they want to contract for TMT
Flexible (Scalable)
Efficient
Choice
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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?
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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.
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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
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63. Suppliers Responsibilities
Promote Framework
Customer engagement
Provide CCS with
Monthly MI
KPI
Business plan
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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
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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/
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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
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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?
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68. Q & A
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69. The End Thank You
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