Larger Charities

You serve the public interest by providing philanthropy and social well-being. We have detailed knowledge of Strategic Suppliers whose performance we can optimise to support your objectives and maximise value.

We know the Strategic Suppliers in the larger Charities marketplace, really well:

  • Their strengths. The key attributes of each Strategic Supplier and what internal client disciplines you will need to have in place so they can achieve your outcomes and objectives, quickly.

  • Their challengesComplex service delivery does not always go to plan. We can advise you on what diligence your team can put into place to assure these Strategic Suppliers deliver to your expectations.

  • Their contractual constraints. We know what most Strategic Suppliers will accept contractually, what they will not, and why. Our ‘Optimise’ process assures you can overcome these constraints and be fully contractually protected for fit for purpose services.

Your key expectation you should have from Strategic and Complex Supplier Relationships:

  • Optimum value in service and solutions deliveryThese specialist suppliers represent themselves as ‘experts’ in their disciplines. Recent case law determines you can often rely on the supplier’s represented expertise to drive maximum value for money in your service delivery, even if your contract terms are ambiguous in terms of their responsibilities.

Benefits of using BPG to facilitate your Strategic Supplier Relationships

  • We know what practices work really well. Having optimised over 500 complex supplier relationships, we have deep expertise of trust building in relationships. We also have proven template documentation, including procurement structures, service requirements, agile fit for purpose contracts, implementation and operating governance, along with expertise in what actions you need to avoid to make sure your strategic supplier relationships achieve your outcomes, quickly.

Key Considerations when larger Charities enter into Complex Supplier Relationships

How the BPG 'Optimise' Process delivers great Strategic Supplier Relationships

The BPG ‘Optimise’ Method is evidenced from over 500 complex supplier relationships. It shows there are 8 characteristics present in every successful complex relationship. We can help you successfully implement these quickly to improve service innovation, supplier relationships and drive down BAU costs.

Click here to see how the ‘Optimise’ process can help you drive maximum value in your strategic supplier relationships.

Some of the Strategic Suppliers we have detailed knowledge of

  • Abacus Apps Ltd
  • Access UK Ltd
  • Advanced NFP
  • Beacon
  • Blackbaud Europe Ltd
  • Bluelight CRM
  • By The People Ltd
  • Care Data Systems
  • ChurchApp Ltd
  • ChurchInsight
  • Codemakers Ltd
  • Crs Business Systems
  • Cybertill Ltd
  • Data Developments
  • Donorfy Ltd
  • Efficy CRM
  • Elegate Solutions
  • Eproductive Ltd
  • FinDock
  • Fund Filer Ltd
  • GCD Technologies Ltd
  • Giveclarity.org Ltd
  • Givt Ltd
  • KindLink Ltd
  • Kudos Software Ltd
  • KVISIO Ltd
  • Liberty Accounts
  • Lifetime Data Solutions (E McMullan Ltd)
  • Lifted Loads Ltd
  • Merac Ltd
  • Nirvana Retail Solutions Group – NISYST
  • Orchard Software
  • PXtech Ltd
  • Raise Your Profile
  • Saturn Corporation (UK) Ltd
  • Silverbear
  • SofterWare, Inc.
  • Systematic Marketing Ltd
  • Tengo Software
  • The Donation App Ltd
  • Westwood Forster

The Behaviours you should expect from a 'Good' Strategic Supplier Relationship

  • Objectives being met
  • Critical friend supplier
  • Inherent commercial trust
  • Sustained collaboration and innovation
  • Reduced service cost
  • High reputation with your peers
  • Internal team aligned
  • Services always aligned to outcomes
  • Flexible/agile contract structure
  • Evidenced based results

Typical Complex Supplier Relationship hurdles faced in larger Charities

We’ve dealt with optimising over 500 complex supplier relationships. More than 50% of complex supplier relationships experience misunderstandings between client and supplier over your requirements and expectations.

If the right foundations are not in place to drive maximum value, you may experience:

  • Additional charges and costs for ‘misunderstood expectations’
  • A lack of understanding of contractual roles and responsibilities
  • Governance and performance escalation not clearly delineated
  • Senior client executives not being clear on their expectations and dynamics of the relationship
  • Not enough investment by senior executives in the resourcing or skills of the client supplier management team
  • Loss of key in-house expertise to the supplier (inadvertent staff poaching)
  • Employee resistance to new working methods from the supplier
  • Clashes of culture between client and supplier staff and so forth.

Operational challenges faced by larger Charities

Challenges for Larger Charities

  • Income Generation. This remains the number one challenge, followed by reductions in funding whilst still meeting increasing demands for services. 
  • Technology. Technology will help larger Charities to innovate and find new ways to do good. In turn, this will change the nature of the problems that charities have to address.
  • Brexit. It is already having a negative impact on larger Charities. Beneficiaries are suffering and there is no clear encouragement from the government in the short to medium term. 
  • Government. Government has significantly decreased its support for the sector. Separately, it is perceived that the government see the sector as a ‘nuisance’ for criticising the lack of support given to Charities.
  • Public Trust. Negative media coverage has adversely impacted how Charities are trusted. 

How can Larger Charities Adapt to Current Challenges?

  • Diversify their Income. Being clear about how to target the most efficient income streams, sweating assets and investments, along with good commercial contingency planning will assist to improve sustainability. 
  • Re-establish Public Trust in the Sector. Providing better visibility and transparency of how funding and donations are invested, along with the offer of allowing the public access to key financial and operational information and KPIs.
  • Participate as a Key Stakeholder in Post-Brexit Britain. The country has great uncertainties about what happens after Brexit. The impact will have a greater or lesser impact on local communicates in terms of services delivered, livelihoods and their living environment. Charities are on the front line of dealing with these key social issues and can play an important role to address the challenges brought about by Brexit. 
  • More Certainty is Required. Brexit is creating huge uncertainty. In turn, this is adversely impacting financial donations and fundraising from both businesses and the general public. Charities need to engage much more pro-actively with businesses and undertake local workshops with members of the public to provide transparency on the good they are providing to local communities in order to encourage donations.
  • Government Repeal of the Lobbying Act. Lord Hodgson’s report made some key recommendations in respect of charities’ abilities to advocate on behalf of their beneficiaries. The government should be encouraged to act on these and not consider Charities as a ‘nuisance’ in the process.
  • Embrace Technological Change. Encourage the government to recognise that Charities have a vital role to play in ensuring that new technologies are developed and that collaboration is encouraged across the sector and implemented ethically.

What stage are you at in your Strategic Supplier Relationship?

New Relationship

You’re procuring or contracting and you need it to work really well.

Existing Relationship

You’re in a partnership that could be working better.

Broken Relationship

It’s gone wrong. You need help to exit a relationship early and safely transition to another.