Added complexity for public sector

Public sector fleets must manage more than stakeholders when they look for new suppliers – they have complex procurement rules to consider too.

There are hundreds of pages of legislation, guidance and supporting documents that dictate how tenders must be run to ensure transparency and fairness, in addition to securing value for money for taxpayers.

Contracts over a set value – around £150,000 – need to follow European Procurement Directives, which includes advertising in the Official Journal of European Communities.

There are also set policies for how contracts can be awarded and for how unsuccessful bidders must be treated.

As a result, in some cases, tender documents can reach more than 100 pages in length and stretch negotiations to more than a year before a final decision is made.

Damian James, head of operations for Bracknell Forest Council, who operates 54 vehicles in a mainly van-based fleet, says significant effort is made to ensure tenders achieve the intended aim and that they are carried out impartially.

“You must provide information to unsuccessful bidders showing the reason behind the decision,” he said.

“Legislation can be interpreted in different ways, but we minimise risk by sending letters with clear feedback.

“Paperwork can be the most challenging aspect of a tender, but we are lucky to have resource when we need it.”

His stakeholders can include legal, procurement, service users, specialist support teams, and finance.
James can call on the support of a project manager who will help manage stakeholders throughout the council and control the paperwork involved.

To driver further efficiencies, the council will utilise framework agreements where the tendering process has already been carried out by an outside agency, such as the Office of Government Commerce.

With the complex background work already complete and a shortlist of suppliers chosen, the council is left to compare quotes and choose the best supplier without dealing with large amounts of paperwork.

Five best practice steps

  • Spend time on the brief
  • Be clear about priorities
  • Get a broad range of employees involved in the decision-making process
  • Focus on cementing good relationships with suppliers
  • Look beyond the appointment of suppliers to the service implementation process