Best Practice Group

Do You Want To Make Your Strategic Vendor Partnerships Work?

71% of projects involving strategic vendors in IT, outsourcing, or shared services are delivered at double the budget and timescale. The information in this blog can help to prevent such outcomes.

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  • Improve the performance of your strategic vendor/partner
  • Get into new strategic partnerships faster and at a lower cost, but with higher levels of service outcomes
  • Build trust with your partners to drive innovation and lower costs in service delivery

UK Government’s Supplier Code of Conduct; 8 Ways A Supplier Can Evidence Its Compliance

8 elements intelligent supplier

Many public sector projects and service delivery relationships have the potential to be lucrative undertakings for both strategic suppliers and their clients if approached in the right way. However, the popularity of such contracts also has a tendency to attract the ‘yes-man’ from some suppliers. And, while it may be beneficial for the client in the short term to have all its requests agreed to with little critical friend challenge

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New Government Report for Improving PFI Value: 7 steps to get a better PFI deal

pfi nationalisation

Leading government efficiency-focused think tank IfG (Institute for Government) and US project management association PMI (Project Management Institute) recently released a new report titled ‘How to get better private finance deals for infrastructure’. The report took an interesting view of the way government makes its decisions between public and private sector funding on major national projects. And with the unfortunate circumstances surrounding the Carillion situation, funding these major project relationships

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Ambiguous contract terms being used against you? 4 little known facts to stop the unfairness and add clarity

Contract Management

This article aims to offer some useful advice on how to handle the rather delicate negotiations required to provide clarity in what can be regarded as otherwise unclear expectations, roles and responsibilities between you and your supplier. We all know that ambiguity in written contract terms and schedules is something that should be avoided as much as possible. The business impact of such ambiguity often leads to serious misunderstandings –

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8 Core Elements to Assess Whether You Have an ‘Intelligent Supplier’

8 elements intelligent supplier

There are 8 core elements that go to determine whether a supplier has what it takes to be an ‘intelligent supplier’. Our experience of working on over 500 complex service delivery relationships has provided us with a great degree of insight into both sides of the relationship. Much of this work centres around bringing parties closer together by aligning their objectives, establishing where priorities and aspirations meet, and of course,

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Is your ‘Intelligent Supplier’ a Service Area Domain Expert? (Series: 8 of 9)

expert

This is the penultimate paper in our series of articles on the ‘intelligent supplier’. We have aimed to provide you with insights into the traits of these supplier organisations so you can assess whether your strategic partners have what it takes to drive success in complex service delivery. The final article is a summary of all that we’ve discussed over the last few months; it will be a reference article

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Carillion Collapse; 8 Tips to Protect Your Company’s Interests

company-liquidation

The Carillion story is big news right now. The announcement that the UK’s second largest construction firm is going into liquidation is bound to cause a media fuss, but in today’s political climate it has been supersized because this collapse appears to be being leveraged by a Labour Party reasserting its dislike for all public-sector outsourcing. The collapse of this outsourcing organisation has significant ramifications for both public and private

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Labour’s Plans to Nationalise PFI? 5 Steps to drive better value now, while we are all waiting

pfi nationalisation

Since the revelations of the Labour Conference in September, analysts and pundits have been asking some important questions. They include, in this austerity lashed economic climate, where does Labour believe the potentially hundreds of billions will come from to pay for their plans for Britain, and would it benefit the country to go that way? We thought we should pull together some of the research on the subject and what

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Intelligent Supplier – Client Engagement Function (Series: 7 of 9)

Welcome to this, the seventh of nine articles in our in-depth series looking into the make-up, indicators and behaviours of an intelligent supplier – the practically innovative partner for your complex service delivery relationships. On reflection, I recognise that client engagement could have been included earlier in this series. The collaboration between an intelligent client and an intelligent supplier is such a fundamental feature of many of the core elements

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Developing and Re-Shaping the Contract – Intelligent Supplier (Series: 6 of 9)

Contract Management

Driving really strong and collaborative behaviours between you and your supplier for complex services is a great achievement. Your competence in managing external providers to help accelerate the achievement of your business objectives will be seen and measured as driving high value for your organisation. However, if your strategic relationships stutter, stumble or stagnate, then there is a possibility that one or both of you are not acting as ‘intelligent’

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Managing the Innovation Process – Do You Have An Intelligent Supplier? (Series: 5 of 9)

innovation

Welcome to article 5 in our series of 9 on the vitally important, but often overlooked, subject of the ‘intelligent supplier’ – what to look out for, what behaviours to support and what to avoid when it comes to choosing and managing the strategic partners you’ll work with. So far we have covered the way an intelligent supplier would contribute to a client’s Business and Operating Strategy, how they evidence

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Intelligent Supplier – Constructive Critical Friend (Series: 4 of 9)

critical friend

There are few things more important to the prospects for your projects than the need for you to find a strategic partner that reflects your own ‘commitment to the cause’ – an ‘Intelligent Supplier’ and an ‘Intelligent Client’ working in good synchronicity. So important is this collaborative behaviour, that we have dedicated a nine-part series to one half of this relationship, the ‘Intelligent Supplier’. This is the fourth article in

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Intelligent Supplier – Evidencing Commercial Trust (Series: 3 of 9)

trust

Welcome to the third article in our series on the collection of facets and intrinsic value of an Intelligent Supplier – what your supplier could be doing to ensure your relationship has a greater chance of success, and how you can identify whether they have this capability, capacity and foresight. Article #1 in the series focused on ‘Understanding, Supporting (and Challenging) the Client’s Business and Operating Strategy’, Article #2 was

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NHS PFI contractors making up to 20% profit; 6 proven steps to reduce your ongoing lifecycle costs

6 Ways You Can Help to Reduce the UK’s Escalating PFI Bill

In the words of Colin Leys, co-chair of the independent think tank, The Centre for Health and Public Interest (CHPI): “This money was designated by parliament to pay for patient care, not to pay dividends to a small number of investors.” Last month, CHPI completed a report called ‘P.F.I. – Profiting From Infirmaries’. After analysing accounting data from the Treasury and Companies House, CHPI was able to determine that some

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Intelligent Supplier – Supporting Your Objectives (Series: 2 of 9)

objectives

Any successful complex service delivery relationship requires both sides to consistently act in the best interests of the relationship – a collaboration between ‘intelligent clients’ and ‘intelligent suppliers’. However, in our experience, backed up by numerous independent reports on the state of the market, the majority of all client/supplier relationships for complex services do unfortunately fail. We have written many articles on the attributes of an ‘Intelligent Client’. This series

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Intelligent Supplier – Understanding Your Business Strategy (Series: 1 of 9)

intelligent-supplier

This article is the first of a series of nine articles dedicated to your Strategic Partner in a complex service delivery relationship: the subject of the ‘Intelligent Supplier’. Both the mindset and behaviour of your Supplier are critical to their ability to drive maximum value over the lifecycle of your relationship. With this in mind, in our experience of working with over 500 strategic supplier relationships, and our research into

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Drafting Good Behaviour into Fit-for-Purpose Contracts

good behaviour

Welcome back to our two-part series on the whys and wherefores of developing a fit-for-purpose contract. In our last instalment, we considered the foundations of why a fit-for-purpose contract is so important. It focused on the reasons why the extra time and effort to create one helps to cut the cost of services, improve the chances of achieving your objectives and reduce management time in your supplier relationships. It also

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5 Foundations To A Fit For Purpose Contract To Drive Collaborative Behaviours

What is a ‘fit for purpose contract’? And how can it really drive collaborative behaviour? When it comes to complex service delivery relationships, the aim of a fit for purpose contract is for it to provide the operating foundations to drive ‘enabling’ behaviours between client and supplier. The ultimate objective of the contract is to aid a client in their efforts to achieve a defined ‘Future State’ of service operations

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7 Reasons Why You Should Renegotiate Your Outsourcing Relationship

Handshake

Outsourcing contract renegotiations are on the rise. Around 75% of all existing outsourcing relationships are renegotiated at some point during their lifetime according to Gartner Research.  And contrary to what you might think, not all of these renegotiations are down to bad performance — contracts can be renegotiated for many positive reasons. Not only that, but contract renegotiation can be triggered either by the service provider or the client. The

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10 Contract Management Tips To Drive Success In Major Projects

Contract Management

Many of our blogs refer to the importance of not only entering larger contracts in the right way but also the equal, if not greater, the importance of managing these contracts and the providers they are with, once they are in place. All too often, once signed, a contract will be consigned to a dusty shelf in a back-office filing room, forgotten, for all intents and purposes, only to be

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5 steps to make your KPIs smarter to achieve your business outcomes

Graph and personage on white background.

I know I speak for all of us when I say that delivering business outcomes using external outsourcing or technology partners is really easy… Isn’t it? After all, you simply need to explain to your provider what you want to achieve, point them in the right direction and leave them to get on with it. Right? Err… maybe in an ideal world, but, as we all know, the reality of

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