This is an example of an assignment undertaken within the last two years. I am a versatile consultant with capabilities in procurement, negotiation and proposal management.
This is case study #3 and involves reviewing an organisation's panel contracts for infrastructure services.

Situation

The organisation wanted a review of their panel contracts for a specific category, infrastructure services. There was recognition that the panels were not being used as originally intended, with spend concentrated with a small proportion of the contractors on the panel.

Task

The client commissioned an expert review of their panels to understand what was working and what was not. Importantly, they wanted a 'blueprint' of what might be done differently to migrate from the status quo to a more competitive suite of panels

Actions

The assignment began with stakeholder workshops to understand what was working and what was not. It was clear that stakeholders supported the principle of panels, but were reticent to 'experiment' with untried and unknown contractors. A range of draft proposals was made and feedback obtained. On the basis of that feedback, a roadmap was proposed for the gradual and incremental adoption of better panel management mechanisms.

Result

The roadmap was accepted, but it is fair to say that the engineers' conservatism about 'better the devil you know' remained. The recommendations included feedback mechanisms about contractor performance to try to ensure that better contractors won more more business and vice versa.