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BS11000 Collaborative Working Principles (Feb 2014)
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BS11000 Collaborative Working Principles (Feb 2014)

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Over the past 4 years, Network Rail, TfL and others have embarked on a programme to transform supplier relationships and improve the level of engagement and collaboration. The goal is to transform the ...

Over the past 4 years, Network Rail, TfL and others have embarked on a programme to transform supplier relationships and improve the level of engagement and collaboration. The goal is to transform the buyer-seller relationship, and to have a lasting effect end-2-end of the supply chain, changing the dynamics across the industry.

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  • 1. An Introduction to BS11000 Collaborative Business Relationships Overview:     Over   the   past   4   years,   NR,   TfL   and   others   have   embarked   on   a   programme   to   transform   supplier   rela=onships   and   improve   the   level   of   engagement   and   collabora=on.   The   goal   is   to   transform   the   buyer-­‐seller   rela6onship,   and   to   have   a   las=ng   effect   end-­‐2-­‐end   of   the   supply   chain,  changing  the  dynamics  across  the  industry.     Author:  Chris  Williams-­‐Lilley   Inspire  Greatness  |  www.rail-­‐champions.com   Start Here
  • 2. 2   WELCOME Chris  Williams-­‐Lilley   Founder  and  Managing  Director     Background:     Mil-­‐Aero,  Construc=on  and  Rail  Sectors   20  years  experience,  Sales  and  Marke=ng     Career  Highlights:     Working  on  US  Navy  and  ESA  Projects  (1989-­‐94)     Sales  of  £16m  in  the  Rail  Industry  (2006-­‐13)   Leading  Change  in  the  UK  Rail  Industry  (Sustainability  /  CSR)     My  Passions:     Family,  Guitars,  Classic  Cars,  Fencing  and  Coffee!         Inspire  Greatness  |  www.rail-­‐champions.com  
  • 3. AGENDA 1 WHY? We  already  ‘collaborate’,  so  what’s  new  about  BS11000?   Does  it  maeer  to  an  SME?     2 WHAT? What  values  and  behaviours  are  important  to  the  success  of  a  ‘pure   alliance’  contract  model?     3 WHO? Work  on  key  principles  of  BS11000,  select  appropriate  partners  and   demonstrate  a  deeper  understanding  of  ‘collabora=ve  working’.   4 IMPACT? Start  with  the  end  in  mind.    Promote  values,  core  strengths  and  begin   the  journey  to  BS11000  Cer=fica=on.     Inspire  Greatness  |  www.rail-­‐champions.com  
  • 4. 01 WHY? Collaboration : what’s new? Inspire  Greatness  |  www.rail-­‐champions.com  
  • 5. OUR CUSTOMERS Meeting the expectations of todays framework partners v  100%  ethical,  reliable  and  flexible  to  meet  successful  project  outcomes.   v  20  per  cent  reduc=on  in  opera=ng  costs.   v  Improved  risk  management.   v  15  per  cent  savings  through  supply  chain  aggrega=on.   v  Improved  delivery  performance.   v  Maturity  to  develop  long  term  rela=onships  with  clients.     v  Collaborate  on  bigger  contracts,  beeer  results  and  sa6sfied  customers!     Inspire  Greatness  |  www.rail-­‐champions.com  
  • 6. PARTNERSHIPS WORKING TOGETHER v  Establish  governance.   v  Review  organisa=onal  structure.     v  Joint  knowledge  and  communica=ons  managament.   v  Joint  risk  management  (risk  pot?).     v  Review  contrac=ng  arrangements  and  performance  measurement.     v  Establish  the  ‘right  plakorm’  for  a  successful  collabora=on.     v  BS11000  is  being  adopted  in  the  Aerospace,  Defence,  Facili=es  and  Rail  industries.     v  Likely  to  be  used  in  the  NHS,  which  has  a  huge  supply  chain  and  where  savings  must  be  made.     Inspire  Greatness  |  www.rail-­‐champions.com  
  • 7. BS11000 CERTIFICATION Inspire  Greatness  |  www.rail-­‐champions.com  
  • 8. STAFFORD RESIGNALLING CASE STUDY   This  £250m  Stafford  Area  Improvement  Programme  on  the  WCML.  A  new  Plakorm,    changes   to  tracks  and  signalling  will  mean  more  reliable  services  and  fewer  delays  for  passengers.     Client Network  Rail   Work Type: Track  works,  civils  (e.g.  structures,   earthworks),  signalling,  telecommunica=ons,   highways  altera=ons  and  pipeline  diversions.   Partners Network  Rail,  Atkins,  Laing  O’Rourke   and  VolkerRail     Inspire  Greatness  |  www.rail-­‐champions.com  
  • 9. 02 WHAT? “The key challenges of collaborative working” Inspire  Greatness  |  www.rail-­‐champions.com  
  • 10. BS11000 INTENT NR CP5 – Supply Chain Management Challenges Safety Issues Transformation Initiatives CDF Forum Bid Win Themes Safety Staff Changes Whole Industry Approach Engagement Value for Money Resistance Fair Payment Charter Collaboration Efficiency Trust 0% Retentions Performance Procurement Competition Performance Work Bank Visibility Sustainability BENEFITS:     Create   a   plakorm   for   innova6on   and   leading   edge   thinking   and   an   environment   of   openness   and   trust   from   which   tangible   improvements   to   the   way   we   work   are   deployed.   Inspire  Greatness  @RailChampions  
  • 11. END-TO-END COLLABORATIONS Meeting Expectations Reliability.  Can-­‐do  approach  to  work,   understand  commitments  and  values.     100% RELIABILITY Flexibility.  Effec=ve  management  of   joint  objec=ves  and  resources.   100% ETHICS Ethical  business.  Understand  how  two   organiza=ons  can  share  knowledge.     100% PLANNING 100% Planning.  Senior  management  support   on  Project  Delivery,  ERP  and  CSR.   FLEXIBILITY What  do  we  do?     We  listen  to  our  customers.  Learn  about  their  business  and  never   make  assump7ons  or  empty  promises.   Inspire  Greatness  |  www.rail-­‐champions.com  
  • 12. CERTIFICATION? BSI (PAS 11000-1, 2010 and BS11000-1) v  Assessment  (186  requirements,  2  phases).   v  75  companies  cer=fied,  c24  in  the  pipeline  (January  2014).   v  Establish  a  new  approach  to  build  ‘addi=onal  value’  out  of  joint  venture.   v  We  work  on  ‘complex  sales’  with  mul=ple  decision  makers,  partners.   v  Learn  from  experiences.    Ini=ate  ‘innova=on  process’.     v  Rela=onship  Management  Plan  (RMP)     Inspire  Greatness  |  www.rail-­‐champions.com  
  • 13. 03 WHO? A roadmap to success… Inspire  Greatness  |  www.rail-­‐champions.com  
  • 14. CHANGE MANAGEMENT BS1100  is  a  journey,  not  a  des6na6on!       Recent  *research  suggests  that:       -­‐  90%  of  corporate  strategies  fail  to  achieve  their  expected  results     -­‐  80%  of  projects  are  late  or  over  budget     -­‐  70%  of  frameworks  fail  to  exceed  the  value  of  the  original  es=mates In   the   past   5   years,   you   may   have   had   direct   experience   of   ALL   of   the   above.   Much   to   the   frustra=on  of  your  fellow  employees  and  senior  management  team.       We  are  now  entering  into  a  new  era  of  contrac=ng.    Where  values,  behaviours  and  the  culture  of   the  company  are  put  under  scru=ny.               You  already  have  the  talent,  intent  and  drive  to  succeed.    *Rail  Champions   Inspire  Greatness  |  www.rail-­‐champions.com  
  • 15. Inspire  Greatness  |  www.rail-­‐champions.com  
  • 16. 04 IMPACT? People, Process…Profit Inspire  Greatness  |  www.rail-­‐champions.com  
  • 17. PREPARE FOR SUCCESS Objectives 1.#Discuss#next#steps#for#BS11000#Adoption 2.#Drive#new#business#and#revenue#thro#partnering 3.#Increase#win#rate#on#NR/LU#projects 4.#Gain#a#competitive#edge#on#bid#submissions Activities+ 1.#Strategic#Selling#(BS11000#+#CSR?) 2.#Pitching#ideas#to#gain#buyJin#at#all#levels? 3.#MiniJworkshops#(KPIs#/#Balanced#Scorecards) 6.#Benchmark#Best#Practice#(Action#Sustainability) 7.#Resillience#to#market#change? 8.#Continious#Improvement#Programme? 9.#Exceed#customer#expectations#(How)? 10.#Deliver#on#promises? Tools+ 1.#Direct#meetings#with#NR#and#LUL 2.#Benchmark#Analysis#(Tier#1#and#2#PCLs)#WHY+HOW+WHAT 3.#Impact#Analysis#(Value##Creation) 4.#Impact#Analysis#(Safety#/#Sustainability#/#CSR#/#CR#Index) 5.#BS11000#and#BS8903#Flexible#Frameworks 6.#Behavioural#Change#Programme# 7.#Workshops#and#Continious#Improvement#(LEAN#OPEX) 8.#Bid#reviews#and#analysis#(compliance,#content,#layout) Desired+Outcomes Why$use$a$scorecard? Select#a#destination#(desired#outcomes)# Agree#on#the#type#of#trip#(collaborative?) Agree#on#the#route Plan#time#and#resources Speed#and#direction#of#travel Stay#on#course#(1#page#reporting)# NGO's#:# Institute#of#Collaborative#Working#(ICW) BITC Action#Sustainability CEEQUAL Client:##TEW#Plus Date:#11/02/2014 Inspire  Greatness  |  www.rail-­‐champions.com   1.#Differentiate#the#company's#value#proposition 2.#Define#value#in#the#supply#chain#(new#and#existitng#clients) 3.#Raise#profile#of#company 4.#Increase#revenue/profit#in#the#Rail#/#Transport#Sector 5.#Shorten#the#Sales#Cycle#(Leverage#CJSuite#contacts)# 6.#Build#longJterm#relationships#(Solutions#not#Products) 7.#Focus#on#right#customers#and#the#right#opportunities 8.#Improve#Customers#Experience 9.#Move#into#a#leadership#position.
  • 18. NEXT STEPS BS1100  is  a  journey,  not  a  des6na6on!         1.  2.  3.  4.  5.  6.  Select  a  des=na=on  (desired  outcomes)   Agree  on  the  type  of  trip  (collabora=ve?)    Agree  on  the  route   Plan  =me  and  resources   Speed  and  direc=on  of  travel   Stay  on  course  (1  page  repor=ng)       You  already  have  the  talent,  intent  and  drive  to  succeed.   Inspire  Greatness  |  www.rail-­‐champions.com  
  • 19. Business Case Inspire  Greatness  |  www.rail-­‐champions.com  
  • 20. Better Customer Experience Inspire  Greatness  |  www.rail-­‐champions.com  
  • 21. How We Sell, Demonstrate…How We Solve Inspire  Greatness  |  www.rail-­‐champions.com  
  • 22. THANK  YOU  –  ANY  QUESTIONS?       We’d  love  to  hear  from  you:       info@rail-­‐champions.com  or  call  +44  (1)  788  891  714       Inspire  Greatness  @RailChampions