Civil Engineering Reference
In-Depth Information
Figure 8.1 shows a cluster of fi ve related procurement packages includ-
ing fi ve contracts, with three of those contracts awarded. Only one con-
tractor appears beneath each awarded contract. Project 1 is awarded to
Contractor A, Project 3 to Contractor C and Project 5 to Contractor B.
The map also shows that Project 2 and Project 4 are currently being
tendered and the contractors are shown in the boxes below these projects.
Each of the contractors' boxes in the diagram is colour-coded for ease of
identifi cation. This is especially useful when the full map is viewed and
visual identifi cation of where the same contractor appears more than
once is required. The tier 1 supply chain map also acts as a quick refer-
ence to assist in identifying the extent of the appetite of individual fi rms
across the programme and clusters.
The fi ve packages to be procured within the cluster in Figure 8.1 are
also all colour-coded, in the same colour as the cluster within which
they sit. Each of the packages is given a contract number and a title
describing the contract, according to the programme work breakdown
structure. Beneath that is a diamond-shaped box showing the value
range for the contract and beneath that in turn is a box showing the type
and form of contract under which the award has been, or will be, made.
This box also includes the name of the procurement leader for the
project and the contract administrator for the contract. Capturing these
key individuals on the map identifi es them within a programme, which
may have many hundreds of individuals involved, and again it serves as
a quick reference guide for users.
The information presented in the supply chain map is also made
available publicly to any interested parties, on the programme website
or upon request by email, in a slightly different format as opportunity
slides. Publicising information relating to the procurements across the
programme, including the names of tendering fi rms and those that have
been awarded contracts, enables the lower tiers of the supply chain to
contact the tier 1 contractors and offer to support them by providing
key supplier input into their tenders or simply marketing their services.
This early engagement of fi rms from the lower tiers also creates an
opportunity for innovation to be introduced at the tender stage. The
lower tiers of the supply chain tend to be the smaller and more specialist
fi rms with key product and system innovations, but owing to their size
they do not employ large business development teams. As a result these
organisations often do not know whom to contact and consequently
miss opportunities for themselves to add value during the tender devel-
opment stage. It is also often diffi cult for such organisations to gain
