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DIO Procurement Plan 2018/19

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DIO Procurement Plan 2018/19 DIO Procurement Plan What the supply market needs to know to do business with us 2018-2019 Contents Foreword ..................................................................................................................... 4 Introduction................................................................................................................. 5 Our vision .................................................................................................................... 6 How we buy ................................................................................................................. 7 How we ensure value for customers ............................................................................. 8 Our priorities ............................................................................................................... 9 What we are buying ................................................................................................... 11 Our key UK frameworks ............................................................................................. 14 Our pipeline ............................................................................................................... 15 Design Services: ...................................................................................................... 15 Build Services: ......................................................................................................... 19 Soft Facilities Management (FM) Services: ............................................................... 28 Hard Facilities Management (FM) Services: ............................................................. 30 Specialist Technical and Other Services: .................................................................. 32 Pan-Government Frameworks: ................................................................................ 37 Useful links and points of contact ............................................................................... 38 Foreword Graham Dalton Jacqueline Rock DIO Chief Executive DIO Director Commercial We, DIO, provide infrastructure services to the Following on from the recent publication of Ministry of Defence (MOD) Front Line DIO’s first ever commercial strategy, this Commands (FLCs) and other Top Level Budgets revision of our Procurement Plan for financial (TLBs) through our suppliers. We are passionate year 2018-19 supports our guiding principles of about the work we do to support our Armed being easier to do business with and building a Forces; commissioning, building and broader and more diverse supplier base. Recent maintaining what the men and women who events in the construction and infrastructure serve our country need to safely live, work, train services market have reinforced the importance and deploy on operations. of this and shown how critical our suppliers are As we transform towards a professional services to the delivery of our customers’ outcomes. organisation, focussing on delivering a better We believe in being as transparent as possible in estate, a better service, and a better business, our procurements and are actively seeking to we must harness this passion and look at new encourage new entrants, including small and ways to deliver value for money for our medium sized enterprises (SMEs), through the customers. Our current and potential suppliers use of wider government routes to market, will be key to achieving this, and so DIO is particularly for common infrastructure services. working hard to become easier to do business This document explains to existing and potential with and lay out our customers’ long-term suppliers what our priorities are, how they can challenges and needs to the market. navigate our procurement and approvals This Procurement Plan, in conjunction with our processes, and what we will be buying on behalf commercial strategy, supports this aim. We of our customers in the coming years. have developed this document to inform the As a key infrastructure client acting on the market of how we will do business and how MOD’s behalf, we will make sure that we are suppliers can access our planned procurements. more market facing through the establishment We rely on our suppliers to deliver 95% of our of a coherent category management approach. infrastructure services by value, to support our This will allow us to engage with suppliers at the FLC and TLB customers’ operational output, and earliest opportunity, and continue to share hope that the information we provide in this pipeline information to shape the market, drive document stimulates a more diverse and innovation, and invigorate and sustain a diverse resilient supply chain. With an annual spend of portfolio of suppliers. c.£3bn on construction and infrastructure Developing a more competitive environment services on behalf of our customers, suppliers enables us to leverage effective supplier should recognise the opportunity that we delivery and ensure FLC and TLB customers’ present in the infrastructure categories of performance and affordability needs are met design, build, soft and hard facilities into the future. As we optimise the defence management, and specialist technical services. estate and transfer budgetary responsibility for it to the FLCs and TLBs, we are moving from being a landlord towards a commissioning agency, and enabling our suppliers to meet these needs will be essential. DIO Procurement Plan 2018 Page | 4 Introduction We want to make DIO easier to do business with by telling the market how we do business, what we are going to buy, and what our current priorities are. Our Procurement Plan Financial Delegations This document sets out the Defence Funding for the Defence Estate shifted back to Infrastructure Organisation’s (DIO) the Front Line Commands (FLCs) early in 2018, procurement plan for the next 5 years. It aims to and so we are moving from being a landlord provide an overview of how we conduct our towards a professional services business, procurements and what potential procuring on behalf of our suppliers need to customers. As such, we know to do are re-positioning business with us. ourselves through It includes how our procurement we engage with and contract suppliers, an management overview of our activity, to on-going ensure the commercial and infrastructure strategic needs of the FLCs initiatives, and a are met. This will summary of major mean that our projects and contracts relationships with both to be delivered. our current and future supply We rely on our suppliers to provide 95% chain partners will be critical for our of our infrastructure services by value, for success. our FLC and TLB customers, and so need Delivering for our Customers suppliers to understand our policies to meet our We exist to enable Defence personnel to safely requirements. live, work, train and deploy at home and Our Values overseas. As a professional estate services business, advising the FLCs and other TLBs on how and where they need to invest in their infrastructure, we will deliver a better estate, provide a better service, and run a better business. Our customers will see us as: Our Values underpin the way we do business, ▪ A trusted source of strategic advice to equipping us for the future and shaping how we support spending decisions, setting out work for our customers. We put safety first in cost, time and quality options. everything we do, and hold people to account for their commitments and actions. We expect ▪ A knowledgeable and responsive estate manager at local level. everyone working for and with DIO to work collaboratively with integrity, agility, and ▪ An honest steward of the Defence Estate, enthusiasm for the benefit of MOD. setting out the long-term options for sustaining the estate. DIO Procurement Plan 2018 Page | 5 Our vision To become a key client in the infrastructure and facilities management market, exercising clear customer leadership and leveraging effective supplier delivery. Our Commercial Strategy Supply chain development The DIO commercial strategy sets out our vision We have put in place a supply chain for the commercial function and our drivers for development plan to achieve value and change. Our five guiding principles influence innovation through our suppliers, increasing the how we do business and outline how we will visibility of our supply chain, its opportunities improve to better serve our customers and work and risks. Embodying Government Commercial with our suppliers. These are set out in the Function (GCF) good practice, we are now image below; the full detail of our commercial spending more time engaging with potential strategy can be found online here. suppliers before going to market and investing in effective contract management. This focuses on establishing collaborative behaviour across the organisation with ISO 44001 certification supporting the culture change required. Frameworks Our preference for all procurements will be to exploit existing DIO, MOD and Crown Commercial Service (CCS) frameworks to increase efficiency and speed of response for our customers. We will continue to use our existing National and Regional Construction Frameworks, and increasingly the CCS Project Management and Full Design Services Framework. We will also continue to work with CCS to develop frameworks to meet our needs This procurement plan is a key enabler to and those in common with other Government delivering our commercial strategy principles of Departments. Our route to market decision being easier to do
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