Early engagement

We aren't afraid to talk to the market, whether by engaging suppliers we have worked with in the past, or those looking to enter the market at all levels in the supply chain. We do it regularly - recognising the benefits to both contracting authorities and suppliers. It can help promote upcoming procurement opportunities, bring diverse views to the table and provide a forum to discuss delivery challenges and risks associated with the project.

Through this process we are able to understand the deliverability of our requirements, the feasibility of alternative options and whether there is appetite (within the market and government) to consider innovative solutions that could deliver better outcomes and improve safety. Early engagement is also an opportunity to test with the market the type of relationship you want to develop to deliver a project or programme and set clear expectations around behaviours and ways of working (see chapter 11) including the market's appetite to risk and the possible commercial approach (see chapter 7).

Good early market engagement is iterative and should involve all tiers of the supply chain including product manufacturers, SMEs, VCSEs and operators.

Projects and programmes should be tested at the first business case stage (Strategic Outline Case for departments and ALBs) to ensure that engagement takes place sufficiently early for suppliers to understand the requirement and for contracting authorities to reflect on any feedback received. All preliminary market consultation must observe the principles of public procurement - equal treatment, non-discrimination, proportionality and transparency - and be handled in such a way that no supplier gains an unfair advantage. It is good practice to openly announce any preliminary market consultation by publishing a prior information notice.