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Emergency Services (Police, Fire, Ambulance)
The Emergency Services protect lives, property and prevent crime. We have detailed knowledge of optimising value in Complex Supplier Relationships within Police, Fire and Ambulance services.
We know the Strategic Suppliers in the Emergency Services 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 challenges. Complex 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 delivery. These 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 the Emergency Services 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.
Examples of the types of Complex Supplier Relationships we help you optimise
Some of the Strategic Suppliers we have detailed knowledge of
Capita Secure Digital Solutions
Dart Sytems Ltd
Excelerate Technology Ltd
Guartel Technologies Ltd
Infographics UK Ltd
MIS Emergency Systems
Omnicom Balfour Beatty
Premier Communications Electronics
Xenium Solutions Ltd
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 the Emergency Services
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 the Emergency Services
The emergency services continue to be battered by austerity measures. Our emergency service staff have had such a squeeze put on them over the last 10 years, that we now have 20,000 fewer police officers and 11,000 fewer firefighters. With crime rates increasing in most parts of the country and an aging population, this is leading to more demand from communities across the Police, Fire and Ambulance services.
Some of the challenges the emergency services are working towards overcoming are:
Improved Strategic Partnerships. Enhancing and improving joint-working between Police, Fire and Ambulance services including PCCs and NHS ambulance foundation trusts
Meeting and Controlling Demand. Increasing demands on care in the community and facilitating cross-emergency services, in the face of continuing to cut costs
Effective Supplier Relationships. Working more closely with suppliers to innovate services to do more with less, save money and direct those savings to supporting front line services
Local Authority Collaboration. Working more closely with local authorities to increase community prevention services.
Getting and Keeping the Right Staff. Attracting the right staff to help support cross-emergency service and local authority collaboration to anticipate issues arising.
Advances in Supporting Technologies. The emergency services now have many options to improve effectiveness and cross-service working with new IT and technological innovations that facilitate cross-service operating procedures. These include the options for integrated control rooms for handling emergency calls and moves to digital self service for many of these services. In addition, strategic service partners in outsourcing services or providing shared services (whether public or private sector providers) are improving their approach to be more flexible and increasing the innovation quotient to improve external service delivery to help the emergency services deal with these challenges.
What stage are you at in your Strategic Supplier Relationship?
You’re procuring or contracting and you need it to work really well.