Presentation Transcript

1. CP Programme – Print Category Preparation to On-boarding the PVP contract
2. Introduction - Preparation for on-boarding This document aims to give guidance on key areas for consideration prior to joining the PVP central contract, including resources and issues/risks. It is based on the experiences of teams who have already started to implement. Williams Lea will be asking similar questions in greater depth and early consideration can lead to the following benefits: Benefits of preparing Accelerated on-boarding will accelerate the achievement of savings Ensure business continuity Become part of an ERG approved vehicle Early identification of potential blockers The objective is to build a detailed understanding of the current state and your requirements
3. Onboarding Process- Department and Williams Lea Define Preparation phase Establish a project framework and governance Establish resource requirements and contacts for Dept and within ALBs Agree scope of activity Commence contractual / cost model discussions Discover Fact finding phase Review and establish the current state Baseline processes and procedures Establish current supply arrangement – identify potential TUPE Identify SLAs and KPIs Baseline current cost base Meet with key stakeholders Design Tailor the solution to meet the existing business requirements Outline activity required to transfer service Identify opportunities for service enhancement or cost reduction Present solution definition document for sign off by Procurement Board Jointly build implementation plan Deliver (go-live) Onboard existing supply chain – TUPE considerations established Establish account management structure and team Finalise commercial model Build and implement technology interfaces Test all processes and procedures Go-live and transfer activity
4. Departmental Overall Resources Implementation Team: Liaising with Williams Lea Responsible for collecting print assets, specifications Liaising with stakeholders and incumbent suppliers Reporting issues to their GP Client Relationship Manager IT expert with experience of working with your department’s technology (P2P system, catalogues, Procserve, Government e Marketplace - GeM) Maintain Print Business-As-Usual activities Responsible for ongoing activities prior to ‘go live’ The size of these teams will depend on the intensity of your operations – in smaller departments where print spend is minimal there may be overlap between on-boarding and BAU.
5. Resources for Onboarding Define – This is the most resource intensive phase, but is an invaluable investment as it will greatly shorten the discovery phase. The work needed here is similar to preparing for a tender (without the later work of going through the tender process) . Discover – More work undertaken at the define stage means much less resources are required here and the benefit is that the timeframe for this stage is shortened. Design – WL will lead, however, they will need continued access to, and support from, the relevant people, the resources will depend on the IT system in place and how you currently transact. Deliver – Resource required here is for facilitating the back end processes such as ordering, invoicing, catalogues associated processes, including developing, improving and testing.
6. Collect/Establish Establish Baseline spend – includes unit prices and forecasted volumes. Think about how you will get this information, what sources, will it be accurate? An accurate baseline will ensure accurate savings are recorded and the supplier is remunerated accordingly. You will be provided with a cost model template which will include the principles of how the cost model works. Collect product specifications/artwork Identify and begin to collect this information - from current suppliers/internal teams – experience has shown that this can be resource intensive. Testing Requirements Think about what testing requirements you may have particularly around the IT/catalogues.
7. Collect/Establish Establish MI requirements A standard MI template has been agreed with Williams Lea which aims to be useful for making both tactical and strategic decisions. This structure can be replicated for other departments or tailored to reflect department nuances. Establish SLAs/KPIs GPS can provide examples of SLAs/KPIs which have already been agreed with on-boarding departments. Alternatively, Departments have the flexibility to propose their own. Internal Gateways/Governance If you have any internal gateways or Governance processes these need to be considered and addressed as soon as possible.
8. Internal Considerations Establish number/details of all connected ALB’s/Departments and their spend. Within each ALB - Establish Key Stakeholders Business Owners Technology Finance In house design or print Consider holding initial stakeholder meetings – slides can be provided for you Establish the location of stakeholders who own/manage the budget. Consider end to end process of print requirement (see slide 10) Establish Department IT stance i.e. electronic catalogues, P2P, security . considerations, outline of department’s requirements for Procserve (GeM). Identify planned work, trends, amount of short deadline work – this will . . ensure that important work is not overlooked
9. External Considerations – Current Suppliers Williams Lea will ask for the following when they perform their in depth ‘Discover’ stage. Having this information available at an early stage will help ensure business continuity. Identify Key suppliers by large spend or complexity/security (inc. values) Identify all remaining suppliers (inc. values) Details of any frameworks or direct contracts used Product profile – types of print product (reports /leaflets etc), volumes, related services Stock/Warehousing (what’s in current contract re stock) Stock Management (who owns stock, value, where is it kept)
10. End 2 End process Delivery Inbound Requirement Pre press Production Print & publishing Fulfilment Hard copy or digital distribution Basic Design Layout / Artwork / Typesetting / Translation (exc. Creative and Advertising Services) Orderline / Helpdesk Data / Database Management On-line e-Comms / On-line / Multi-media Scanning Post Management – RM / DSA Publication Personalisation / Mail Archiving Print & Finishing Warehousing Distribution – Pick ‘n’ Pack Logistics / Transport Digital Asset Mgt Brand Management Toolkits / Templates Paper Supply Envelope Supply Overarching end 2 end process management & delivery OR entry/delivery at any point(s) in process Key: Level of requirements High Medium Low
11. Contract Structure Formal Contract Document containing: Form of Agreement Terms & Conditions Schedules: A HMRC Specification of Requirements B HMRC Pricing Schedules C HMRC Specific Responsibilities of the Parties D Governance and Contract Management (applies to all Departments) E Management Information F Service Levels and KPIs G Exit Management H Certificates and additional Information (applies to all Departments) I Security Plan J Variation of Contract Form The Contract will be novated to the Government Procurement service The Contract will then be ‘varied’ to incorporate an Enabling Agreement for each Department as a new Schedule (see next slide)
12. Department Enabling Agreement Comprises: Form of Agreement Incorporation – to explain that T&Cs of the Contract form part of the Enabling Agreement Additional T&Cs required by Departments. (N.B. These are restricted). Annexes containing: Specification of Requirements Cost Model Principles and Agreement Specific Responsibilities of the Parties Management Information SLA’s/KPI’s TUPE Declaration by the Enabling Authority Security Plan Exit Management Plan ..
13. Process The PVP contract will go through three phases: Transfer Transition Transform 1. It was agreed with the Procurement Executive Board (PEB) that during the first stage ‘Transfer’ the existing requirement would be replicated - ‘as is’ state - an almost seamless process. Therefore, you only need to focus on what is needed to ‘go live’ 2. Improvements such as standardisation and rationalisation changes – the ‘to be’ – will come in the ‘Transition’ stage. 3. ‘Transform’ will focus on the longer term strategy and transforming print requirements. This will result in continuous and sustainable savings. 4. Following ‘go live’ you must consider how the scope of the PVP aligns with your print strategy to move into the transition and transform stages.