Stronger Links in Framework Supply Chains
Single Sourced Framework Agreements help Highways Authorities balance increasing highway capacity demands with reducing capital and operational budgets.
Finding the right framework partner will unlock significant added value and performance benefits through a long-term partnership. But don’t forget, the performance of the framework supplier relies on a supply chain and subcontractors.
Relationships and performance management with this wider supply network will directly impact the value delivered through the framework. They determine whether there is a strong and collaborative framework supply chain – one that strengthens the framework team – or a potential weak link.
A strong framework team will draw knowledge and innovation from all partners to identify more efficient ways to maximise highway capacity and reduce disruption.
Any potential framework partner should be able to evidence long-term collaborative relationships with trusted suppliers. New suppliers should be subject to rigorous selection.
A balanced scorecard approach is an effective way to select and monitor suppliers that will add value to the framework. Collaboration, trust, honesty and integrity are as important as good technical delivery.
Supplier protocols should clearly set out expectations for suppliers and commitments from the main contractor to the supply chain.
Supervision of suppliers should be indistinguishable from the framework contractor’s own workforce.
Formal scoring should be applied by the site management team on each project, with each score combined to provide a picture of the overall performance of the supplier. Suppliers should also score the main contractor so they can improve management and communication.
360-degree scoring is an effective way to assess performance against a range of performance indicators. The scores achieved should affect the ability to bid or deliver work in future so there is a continuous incentive for each supplier to drive up performance.
A Fair Culture Assessment (FCA) process is an effective way to learn from issues and non-conformity by identifying root causes and remedies. Performance issues often have multiple causes and the FCA evaluates the relative importance of those causes.
Integrated working is essential, recognising the skills and expertise suppliers bring.
And openness about forward workload enables the supply chain to invest in the framework with confidence.
When we talk about our people at Osborne we mean our employees and our highly valued suppliers. By working openly and collaboratively we can create a strong and continuous value chain with no weak links. Through this we can improve productivity and balance increasing highway capacity demands with ever reducing capital and operational budgets.