This document outlines a project aimed at promoting sustainable supply chain integration in the rail transportation infrastructure sector. It discusses establishing greater collaboration across supply chain tiers, with a focus on better engaging small and medium enterprises (SMEs). The project will identify barriers to SME engagement and make recommendations to help clients better access innovation from SMEs by simplifying procurement processes. A roundtable discussion with supply chain representatives will explore issues of SME engagement, collaboration, and commercial management. The goal is to develop a model for more integrated supplier relationships that reduces waste and delivers benefits across the industry.

1.
SUSTAINABLE SUPPLY CHAIN IMPERATIVES
PHASE: WORKSTREAMS
(WORKSTREAM 2: INTEGRATED SUPPLIER (SME) MANAGEMENT
1 OCTOBER 2015

2. Version History 3
Terms of Reference 4
Discussion Outline 6
Project Profile 6
Project Outputs 8
Workstream: Facilitation Process 9
Information Distribution and Archive 10
Appendix A: Q&A For SME Engagement 11
Notes, Goals and Action Items: 12
Collaboration Nation: Creating an environment for growth 14
Further Reading on SME Engagement from Fujitsu 15
About Rail Champions: 16
TABLE CONTENTS
P! | 01 OCTOBER 2015 | (C) RAIL CHAMPIONS 20152 PROJECT REF: PR 342019
The VIP Roundtable steering group wishes to express its gratitude to Fujitsu who,
through their generosity, have helped to make this event possible. Thank you!

3. Version History
This preliminary report has been specifically developed to provide a narrative to the RICS VIP Round
Tables, where there is a need to explore hypothesis, identify action steps and share lessons learned.
Good leadership requires the integrity, honesty, consistency and a willingness to stand up and be counted.
The benefit from this approach is we all learn together, and develop stronger supply chain solutions by
uncovering clients unmet needs.
Template Version: 01/06/2015
Version Implemented By Revision Date Approved By Approval Date Reason
1.0 Chris Williams-Lilley 06/06/2015 Chris Williams-Lilley 07/06/2015
P! | 01 OCTOBER 2015 | (C) RAIL CHAMPIONS 20153

4. Terms of Reference
These Terms of Reference set out the basis of this joint development initiative that aims to promote current
thinking on supply chain efficiency, and to share that knowledge and influence across a wider industry
audience.
The future of procurement in the rail transportation infrastructure sector.
Transportation infrastructure covers rail, highways, aviation and ports. However the project leadership
team have elected to restrict the focus to just rail for this next stage in order to establish a more focused
outcome, rather than to attempt to become truly representative of the overall sector.
Supply chain imperatives:
• Creating an environment where the supply chain consistently delivers innovation.
• Identify and eradicate duplication and waste, in all its forms.
• Seek out collaboration and co-operation in the supply chain, harness it and build on it.
• Optimise the processes and develop the people.
• Track the benefits – uncover the hidden profits and ensure they are realised.
• Capture the knowledge and share it easily and quickly.
Leadership Team:
*Note: Point of contact.
Organisation Contacts
RICS Alan Muse (Director, RICS)
RICS *Robert Mallett (Editor, RICS)
RICS Matt McDermott (Sales and Marketing Director, RICS)
CH2M Hill Richard Graham (Director, Rail Networks)
Rail Champions Chris Williams-Lilley (Managing Director, Leadership Champions (UK) Ltd)
P! | 01 OCTOBER 2015 | (C) RAIL CHAMPIONS 20154

5. VIP Panelists: Integrated Supplier (SME) Management
Date/Time : 01 October 2015 / 13:30 - 17:00
Venue : Fujitsu, 22 Baker Street, London, W1U 3BW
Issues : SME Engagement, collaboration / culture, and commercial management.
Role Person
Chair
Stephen Blakey
Commercial Projects Director
Network Rail
Leadership Team Member (to monitor
progress)
Chris Williams-Lilley
Managing Director
Rail Champions
Client Representative
Graham Sprague
Lead Commercial Manager BCV, Commercial COO
Transport for London
Tier 1 Representative
Paul Paddick
Head Of Supply Chain
Carillion
SME Representative
Andrew Frank
Managing Director
Opentree
Subject Matter Experts
Russell Goodenough
Client Managing Director: Transport Sector
Fujitsu
Stephen Pryke
Course Director
University College London
Scott Smith
Chief Operations Officer
CompeteFor
Observers Person
RICS
Dr. Robert Mallett
Editor, RICS Journal
RICS
Matt McDermott
Sales and Marketing Director
RICS
Ed Tooth
Marketing and Communications Specialist
MTR Corporation Ltd
Oliver Bratton
Operations Director, European Business
Bridgelight
James McGilvray
Co-Founder and Director

6. Discussion Outline
In advance of the Roundtable, participants should consider the following key issues relating to SME
Engagement in the supply chain:
• What does this project wish supply chains to do?
• How will the final model work in practice?
• What will the benefits of adopting this model be?
• What is the correct way to achieve collaboration across supply chains?
• How do clients engage with the market to get the best value out of procurement / delivery?
Project Profile
The Challenge
The government’s Construction 2025 document published in 2013 sets out a clear vision for the future
functioning of supply chains in that it seeks:
“An industry that has become dramatically more sustainable through its efficient approach to delivering low
carbon assets more quickly and at a lower cost, underpinned by strong, integrated supply chains and
productive long term relationships.”
This and subsequent roundtable discussions will begin the process of evaluating and considering the future
nature of the supply chain process within the rail construction industry, in order eventually to meet the
government’s stated objectives.
Project Hypothesis
Over the last year the project leadership team have established a working hypothesis based on a
commonly perceived need for vertical dialogue and understanding across rail infrastructure supply chains,
in order to arrive at the government’s calls for greater integration.
The project to date has demonstrated that there is value in sharing the outputs of this initiative across
supply chain Tiers with the aim of reaching commonly agreed, integrated solutions to the existing barriers
to greater collaboration.
P! | 01 OCTOBER 2015 | (C) RAIL CHAMPIONS 20156

7. Our working hypothesis, which underpins each of the three work streams dealing with (i) BIM / engineering
data management; (ii) Integrated supplier (SME) management; and (iii) Supply chain skills and training, is
formed of the following core thematic areas that the panel member should take into careful consideration:
• the existing barriers to effective vertical supplier integration that this project is in the process of clearly
identifying;
• the rail infrastructure industry is naturally fragmented but that better alignment could be secured through
reaching a better understanding of enablers and measures (technology, policies, training) and by
focusing on ways of removing such barriers;
• that policies and their measurement drive change and encourage best practice, but that change must be
led by client standards and practice rather than by government;
• government’s role should be to create the appropriate environment that will facilitate understanding and
dialogue vertically across the supply chain;
• that regular communication and measurement of a few key drivers for change would function more
effectively than any attempt to address every issue;
• there should be a focus on evidence (for instance industry case studies) as a measure of effective
change over a period of time;
• work streams are encouraged to ensure that they are aware of the work of existing third parties and
published documents on which they can, in part, base their deliberations.

8. Project Objectives
This project has been established as an industry-level, politically independent initiative with the aim of
promoting neutral knowledge that will act as an influencer for positive cultural change. Its work to date has
purposely spanned a range of interests vertically across the rail infrastructure industry supply chain, from
government (client) through to SME. Drawing from a broad and comprehensive range of expertise the
project has, and will continue to pursue the following key objectives:
• identifying the relevant barriers and drivers from existing work streams (e.g. those of the Infrastructure
Client Group) in order to identify, assess and ultimately address relevant gaps within existing activities;
• ensuring that the work streams are fully engaged with the project’s aims and managing their
deliberations to ensure that focussed and realistic recommendations for the industry are arrived at;
• generating high quality, succinct published reports and virtual integrated supply chain models that can
be adapted by each area of the supply chain;
• establishing channels of communication ( social media, trade and national press etc) in order to
communicate the project outcomes and encourage / influence positive change across the industry;
• monitoring the progress and adaption of the recommendations through regular dialogue with the rail
infrastructure supply chain industry;
• organising future discussion forums to assess progress to date and fine tune recommendations
accordingly if required.
Project Outputs
Successful SME Engagement
SME’s typically access public sector markets via two routes – they either bid for and win small contracts
and therefore act as a ‘specialist supplier’ or alternatively, they act as Tier 2 or Tier 3 sub-contractors to the
main contractor. The type of work carried out by SMEs acting as the principal contractor could typically
include the supply and delivery of M&E Services and other assets on a contract to refurbish a Station or
Plant Room, or perhaps repair and maintenance works on an Multi Asset Framework Agreement.
Although small firms dominate the rail and wider construction industry in terms of both output and
employment, this dominance is not usually reflected in the success rate of SMEs when tendering for public
sector contracts. More than 50% of all those working in the construction industry are employed by firms
employing fewer than 115 people and a third are employed by companies employing less than 13
people10.
Confusing procurement processes and unclear tender requirements do not always give the required
reaction for SMEs trying to access the rail industry market. At the same time, the industry has broader
issues that weaken SME activity. How can progressive clients engage with SME’s, cut red tape and
access innovation from the lower tiers?
P! | 01 OCTOBER 2015 | (C) RAIL CHAMPIONS 20158

9. Workstream: Facilitation Process
This facilitated session is a highly structured meeting in which the Chair (and facilitator) will guide
participants though a series of predefined steps to arrive at the result that is created, understood and
accepted by all participants.
Every work stream has a specific purpose or result to be achieved. For this particular session, the purpose may be to
create a strategic plan for BIM implementation, to improve efficiency of a specific process, or to define a solution that
meets a specific project requirement.
To create the result, participants are encouraged to share insight on knowledge on:
Situation Assessment: Where are we now?
Visioning and goal setting: Where do we want to be?
Strategy development: How do we get there?
Action planning: How do we monitor progress?
Preparing)for)
Success)
)
)
1.)Purpose)
2.)Outcome)
3.)Par7cipants)
4.)Probable)Issues)
5.)Process)
Key)to)
Collabora7on)
)
)
Inform,(involve(&(
empower(
Focus)of)the)
)Team)
)
(
Establish(themes,(&(
avoid(detours(
Capture)
Planning)
(
(
Ver9cal(slice(of(
the(Supply(Chain(
Close)the)
Workshop)Session)
)
(
Review,(evaluate,(
close,(debrief(
Informa7on)Gathering)
)
Client(Hot(BuAon(Subjects((BIM,(
SME(Integra9on,(Supplier(
Management,(Skills(&(Training)(
Facilitated)VIP)Roundtable)
(typically(3(hours)(
(
Design(ques9ons(to((align(Supply(
Chain(Strategy(&(Goals.(
Stakeholder)Engagement)
)
Early(Client(engagement,(&(clean(
resolu9on(of(issues(
Building)Consensus)
)
Build(and(maintain(a(consensusN
focused(process(
Keeping)Momentum)
)
Set(the(pace,(an9cipate(change,(
react(accordingly((
The)Roundtable)Facilita7on)Cycle)
Group)Dynamics)
©(Rail(Champions(2015(
Call)To)Ac7on)(RICS)/)CH2M)/)Rail)Champions)&)Client)Organisa7ons))
)
Improve(Procurement(Environment,(Share(Best(Prac9ce,(Iden9fy((Change(
Agent,(and(Implementa9on.((
P! | 01 OCTOBER 2015 | (C) RAIL CHAMPIONS 20159

10. Information Distribution and Archive
All transcripts and documentation created during the pilot VIP Roundtable Debate will be archived in the
RICS Knowledge Platform. Items may include, but not restricted to; terms of reference, industry reports
and proposals, business case, charter, scope statement, schedule, project management documents, on-
line surveys, status reports, checklists, and emails.
Archived items will be distributed to key stakeholders upon project close out. Note that this list may include
individual without access to the project’s archive repository. In this case a SharePoint (or similar) will be
utilised.
Item Distribution List Distribution Medium
Curabitur auctor TBC SharePoint
Curabitur auctor TBC SharePoint
Curabitur auctor TBC SharePoint
Curabitur auctor TBC SharePoint
P! | 01 OCTOBER 2015 | (C) RAIL CHAMPIONS 201510

11. Appendix A: Q&A For SME Engagement
Starting Questions What is the current status
of play?
How can the process be
improved?
Q1. What do we mean be Integrated
Supplier Management (or, for example,
do we mean Supply Chain/SME
Integration?) and what are the
perceived benefits?
Q2. What do SMEs want and how do we
know?
Q3. What are the blockers to Integrated
Supplier Management / SME
integration and what preliminary views
are there as to addressing these?
Q4. Where are the best examples of
Integrated Supplier Management /
SME integration and what would we
hope to see by way of demonstrable
benefits (i.e. what does good look
like?)?

12. Notes, Goals and Action Items:
Key bullet points:
Goals or supporting activities I am going to work on as a result of this Roundtable
Goals or action items: Results: Next action step:
P! | 01 OCTOBER 2015 | (C) RAIL CHAMPIONS 201512

13. Key bullet points:
Goals or supporting activities I am going to work on as a result of this Roundtable
Goals or action items: Results: Next action step:
P! | 01 OCTOBER 2015 | (C) RAIL CHAMPIONS 201513

14. Collaboration Nation: Creating an environment for growth
P! | 01 OCTOBER 2015 | (C) RAIL CHAMPIONS 201514

15. Further Reading on SME Engagement from Fujitsu
Download: http://www.fujitsu.com/uk/Images/Collaboration-Nation-v08.pdf and http://www.fujitsu.com/uk/
Images/Fujitsu-SME-Charter.pdf
P! | 01 OCTOBER 2015 | (C) RAIL CHAMPIONS 201515

16. About Rail Champions:
Leadership Champions (UK) Limited (T/A Rail Champions) are a successful Management
Consultancy that not only understands the nuts and bolts world of the rail and construction sector,
but also understand the intricacies which can be the difference between success or failure. We take
pride in our collaborative nature and ability to build, maintain and nurture long-term business
relationships.
We focus on strategy.
Customer profiling, value proposition design, business model evaluation, Collaborative Working (BS11000),
sustainability (BS8903) and employee engagement.
We provide real business benefits.
Project teams and organisations that use our services, are able to deliver value quicker, at a lower cost,
and with higher levels of customer and employee satisfaction.
We are credible.
Our people are all experienced business facilitators, and have held senior positions within major Civil
constructors, global OEM's or client organisations.
We are easy to work with.
We are passionate about cutting through complexity and creating a clear path to sustainable performance.
Our customers are not just clients to us, we walk shoulder-to-shoulder and 'together' build a culture of
shared values and purpose. It takes hard work and an awful lot of commitment. A mindset that will make a
good company great!
Find out more by visiting www.rail-champions.com or contact info@rail-champions.com
Options: Advisory Role, Consultative or Full Collaborative.
Chris Williams-Lilley
Founder and Managing Director
P! | 01 OCTOBER 2015 | (C) RAIL CHAMPIONS 201516

17. IMPORTANT NOTICE
The information in this close out report is strictly confidential and is intended to provide guidance on the
VIP Round Table Debate. Guidance notes are very general, and subject to change without prior notice. For
a more in-depth information, please contact the undersigned.
Chris Williams-Lilley
Rail Champions
Leadership Champions (UK) Limited
12a Main Street
Ashby St Ledgers
Rugby
Warwickshire
CV23 8UN
T. +44 (0) 1788 891 714
E. chris@rail-champions.com
U. http://rail-champions.com
P! | 01 OCTOBER 2015 | (C) RAIL CHAMPIONS 201517