Using Competitive Dialogue:

The Key mistakes everyone makes in using Competitive Dialogue for Outsourcing, Technology and Shared Services Projects.

Competitive Dialogue is not as widely used as other OJEU procurement frameworks but for major transformation and technology projects, it is a very helpful framework to ensure that both you and your prospective partners can perform appropriate due diligence on each other to determine whether the solution you procure will be fit for its intended purpose.

This guide is written in layman’s terms. It explains in clear language what the key issues are you should consider when using the Competitive Dialogue framework for major projects.

Using Competitive Dialogue Guide

The key issues are:

  • How do you provide appropriate visibility of your expectations to prospective partners to avoid misunderstandings later in the procurement process?
  • How do you objectively evaluate and select prospective partners in order to avoid legal challenge?
  • What types of projects should we use Competitive Dialogue for?
  • What are the key factors to consider?
  • What contractual issues do you need to be aware of?

These questions and many more are answered in this free guide on Competitive Dialogue.

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Chief Executive of Best Practice Group.

Allan has worked on 500+ strategic partnerships which include procurement and contracting but he also has extensive experience of re-aligning problematic relationships. The root cause of problematic relationships can often be down to not enough due-diligence being undertaken at the procurement stage. The right questions are not being asked and the suppliers don’t have the chance to understand the outcomes you are seeking. Competitive Dialogue can change this.

Allan’s worked in the Strategic Service Commissioning, Business Process Outsourcing and Technology fields for nearly 30 years. He is regarded as one of the UK’s foremost authorities on strategic service provider relationships and developing practical contract structures for complex projects and programmes that involve multi-vendor, multi-source relationships.

He has recently advised on a public sector £5.4bn strategic service commissioning arrangement covering over 200 business process services that delivered £15m direct cash savings in its first 12 weeks, and a Section 75 agreement for a £3.5bn local authority/NHS Trust adult social care integration shared service that is anticipated to save £20m per annum.

An experienced service owner and practitioner who has also read contract law, Allan’s experience in understanding how client side delivery behaviours in complex vendor relationships undermine vendor contractual responsibilities, makes him a recognised specialist in advising on the implied (undocumented) contractual obligations of expert vendors.

Chief Executive and Co-Founder, Allan