To make this virtuous cycle work effectively, it’s essential to ensure continuity of communications throughout the procurement process and to use common tools that allow you to work with interested parties as and when you need them to be involved.
In our recent post, we saw that the public sector faced a variety of challenges that can stand in the way of effective pre-market engagement during the procurement process.
The key to robust pre-market engagement is to involve partners, staff and potential suppliers as early as possible. This allows you to better shape your outline requirements, refine your business case and budget and select the most appropriate procurement route.
Traditionally when people talk about procurement, they tend to focus on the process of inviting submissions, applying the tendering process, receiving and evaluating bids and awarding contracts.
While important, this is only part of the wider picture. However, procurement professionals (particularly in the public sector) increasingly look at the whole process as a cycle, rather than a single journey with a beginning and an end.
Perhaps the most challenging part of any procurement process is pre-market engagement.
This is the period before you invite submissions from suppliers and it gives you a valuable opportunity to:
Kahootz are back from Civil Service Live 2014 and we had a fantastic time helping the public sector and civil servants to “learn share collaborate”! Not only was it a pleasure to see so many new faces, but the increase of interest in working smarter and the adoption of cloud technology, especially in collaboration, was inspiring.
In recent years, public sector procurement in the UK has undergone major reform – with collaborative working being promoted as a key way to cut costs, increase efficiency and transform working practices.
We are about to enter the fourth iteration of the UK Government's innovative G-Cloud framework in under two years. As someone who has personally taken part in all four submissions, I thought it would be worthwhile to comment on whether the process is getting any better.
It is strange that although a primary aim of the G-Cloud programme is to save money for the tax payer, when anyone mentions G-Cloud success, or failure, they look first at the sales figures and then list the vendors who have made the most money. Is it me, or are they missing the point?