.... a global consumer goods company
Berkeley developed and ran a supplier selection and mobilisation process for a global consumer goods company who now consider it to be a best practice template for all major programmes.
Where were they?
Business Intelligence systems were fragmented across different functions and geographies. They also lacked the capability to handle the substantial growth in volume and sophistication of data required to enable and sustain market leading business decisions.
The client was therefore mobilising a €100m+ programme to deliver a common global information core and advanced capabilities to analyse the wealth of intelligence available across the business.
In parallel with planning, the client needed to select and mobilise suppliers to help them deliver the programme.
How Berkeley helped
Working as part of integrated team from IT, Enterprise Services and Procurement, Berkeley developed and ran a supplier selection and mobilisation process for the programme.
The joint team created and issued an RFP, researched and engaged suppliers, evaluated the bids, and generated the short list. After oral presentations from the shortlisted suppliers, feedback was coordinated from a wide range of stakeholders and the downselect decision reached.
Working hand-in-hand with Procurement and Legal, Berkeley conducted contractual negotiations, reaching agreement and contract signature in line with the plan.
The suppliers were rapidly mobilised, contract education completed for client leadership and supplier management handed over to the ongoing supplier manager.
Where are they now?
Three suppliers engaged, with resources actively working on the programme – on schedule.
Contractual position established giving client confidence.
Significant procurement ‘savings’ negotiated i.e. reductions on initial bid price, including rates lower than incumbents’.
Satisfaction payment regime in place , consistent for all three suppliers and based on both individual and group performance. The contracts (including an innovative, outcomes-based supplier bonus / penalty scheme) are now considered by the company to be a best practice template for other major programmes to follow.
On-going supplier management framework in place, including quarterly performance reviews with each supplier. Ability to collaborate and work constructively together across the three key suppliers is a key criterion.