Typical scenario
There has been a strategic decision that in future contracts for products and services should be awarded based on the ability to deliver benefits, not just capability. In appropriate situations, it is expected that there will be financial incentives for suppliers based on realisation of benefits. The purchasing organisation is good quality and partnership focused. It recognises that badly devised contracts will lead to adversarial relationships with suppliers, and are unlikely to deliver best value.
What we do
- Use the Cambiel maturity model to review purchasing procedures for benefit-led decision making capability: establish a baseline, targets and an action plan, including transition to ‘business as usual’
- Use a pilot tender to demonstrate the effectiveness of benefit mapping, and support purchasing teams within the process
- Establish a cascade training/coaching programme within the organisation for making best use of the benefits-based contracts
How it helps
- Makes the transition from capability-based to benefits-based purchasing manageable and measurable
- Creates immediate momentum for the benefits-based approach, and identifies any organisation-specific challenges which were not initially recognised
- Ensures that the initiative reaches beyond the purchasing department into the organisation, placing accountability with the business
email information@cambiel.co.uk and we'll get in touch for a chat about your specific needs
