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| We need to consider how we will work with suppliers throughout the lifecycle of projects and programmes to achieve contractual outcomes including effectively managing contracts. |
| Driving better, faster, greener delivery |
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| • Acting together with suppliers drives mutual understanding and helps to solve problems more effectively, leading to better and faster delivery. | |
| • Good contract management focuses on delivering intended outcomes and wider value, and enables prompt problem solving to unblock issues and improve delivery. | |
| • Strategic supplier relationship management can unlock additional value and innovation. | |
Contracting authorities should place significant importance on the relationships they create with their supply chains at an organisational and portfolio-level. Due to the high-value and complicated nature of many public works projects and programmes, these will often require a strategic supplier approach to achieve value for money.
Within a strategic framework, the nature of the relationship between an organisation and supplier should be tailored to individual projects and programmes. This means thinking about the specific type of relationship and engaging early with the market while following the principle of using standard forms of contracts (see chapter 6). Delivery teams, designers and contract managers should be involved early in the process to support commercial and contract design and the transition from procurement to delivery, ensuring adequate time is allocated for each stage.