Procurement

Procurement

  • Contract Management Principles

    Principles focus attention and guide you. Effective principles are self-evident, relevant, sticky (memorable) and actionable. They must guide and help us achieve better results. To give them a chance they must be mandatory, otherwise what’s the point? The Crown Commercial Service uses these eleven principles …

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  • The truth about value for money

    Every contract achieves some value for money. So I can’t accuse anyone of lying if they say their contract is value for money. However, almost every time they utter value for money the person doing the uttering means something completely different from this literal meaning. …

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  • The best value fallacy

    Best value is the best; it’s better than anything else that is possible and available. This appears, at least superficially, to be sensible, rational and believable. Unfortunately it isn’t possible because best value is abstract nonsense; it’s a fallacy.   Why use misuse best value …

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  • Leading tender questions

    A leading question gives explicit clues to potential suppliers as to what a purchaser expects to see in their answers. Here’s an example from Defra’s “Balanced scorecard for public food procurement”. Supply Chain (applicable to caterers and to the direct supply of products)
Please describe the …

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  • Performance

    Outcomes, with conditions

    An outcome is a consequence or a result. It’s what the beneficiaries of a contract should experience to satisfy their needs. It should be specific, not abstract, to remove or at least minimise the need for the reader to interpret what the writer means. Outcomes …

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  • Do Not

    16 ‘things’ to avoid when answering tender questions

    These are 16 ‘things’ that damage your ability to write outstanding answers to tender questions. Avoid them like the plague because they’ll sap your energy and enthusiasm. If you don’t then you’re likely to be relying solely on chance and price to win the business, …

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