Our client is a large NSW public sector organisation with a need to establish central eCatalogues that their buyers, their suppliers and their Finance and Audit teams were going to be delighted with. This would ensure high uptake and maximum benefits.
Our NSW Government client's procurement team has been on a path of renewal and continuous improvement in contract management and sourcing. This required a capability uplift across the client's procurement function, which is well underway. The client is now embarking on a project to align its sourcing and contract management processes and systems with better practice.
In late 2019 Grosvenor was asked to assist a NSW Government client to resolve a long-standing contract dispute with their outsourced service provider. Despite being over two years into the contract, our client and the service provider had not been able to reach an agreement on the outcome of quarterly performance measures. Both parties were very distrustful, and the relationship was starting to fall apart.
Across NSW Health, 15 Local Health Districts (LHDs) deliver capital works projects, each project with a value of up to $10M. Above this threshold projects are delivered by a separate entity, NSW Health Infrastructure.
Ausgrid has a large decentralised contract management function with more than 150 staff responsible for getting best performance from thousands of suppliers. To align this function with the overall business objectives of achieving sustainable, reliable and affordable outcomes for its electricity customers it was necessary to introduce a consistent way for how contracts are managed.
The project team delivered the strategy to re-align the management of grants and contracts with market requirements, stakeholder expectations and best practice. The strategy was approved by the Chief Executive Officer and his leadership team in early 2019. Grosvenor was retained to implement the elements of the strategy, including a capability uplift in commissioning across the Department.
Grosvenor assisted with scoping a procurement “Centre of Excellence” for “non-equipment” procurement and contracting. This branch has gone on to take up oversight and responsibility for all procurement across the department other than specialised equipment, which is procured by a separate division.
Our client engaged Grosvenor to run the end to end procurement project. Tied in with this was a contract and performance management framework, service level agreements and a risk and reward model that incentivised good performance.
Our client recognised the high stakes nature of procuring to-date non-existing services from a non-existing market in rural NSW and engaged Grosvenor to run the end-to-end procurement stream for this program. Instead of detailed specifications, we developed documentation that clearly described what the problems were that YE Program was designed to address and how success will be measured and rewarded.
