Start the RFP early
Client – How many months prior to contract expiry, should we start preparing for the RFP?
Arundel – Soon after you sign the deal with the supplier.
Client – What do you mean?
Arundel – The later you leave it, the fewer realistic options are available, and those options may need to be evaluated against a backdrop of an under-performing, ‘leaking’ contract.
Ongoing activities
Monitoring the market
Monitoring new technologies, service management approaches and changes in the industry should be a continual process and should be reflected in the strategy and roadmap.
Supplier management
Managing and reviewing the performance of the supplier and service. Following the processes established when setting up the commercial and business office. Reviewing and evolving the service (and contract) as end user requirements change.
0
1
2
3
4
5
Activities at the start of the process (first year)
Documenting the learnings from the RFP
During the RFP process, suppliers provide market insights and considerable deal information. All too often, the learnings from the previous RFP are not recorded and in time with staff turnover, valuable knowledge and future potential strategies are lost. One RFP process should inform the next.
Transition
Setting up the service correctly and in line with what was agreed upon in the contract is the vital first step to laying the foundations and establishing a strong relationship with the supplier.
Setting up the commercial and business office
As part of transition, the ‘run books’ including how the service works, technical design documents, operations plans, financial set up and business case tracking should be established. This documentation, that should be updated as the service changes, will form the basis of future requirements and will save time collecting information.
Documenting the learnings from the RFP
During the RFP process, suppliers provide market insights and considerable deal information. All too often, the learnings from the previous RFP are not recorded and in time with staff turnover, valuable knowledge and future potential strategies are lost. One RFP process should inform the next.
Transition
Setting up the service correctly and in line with what was agreed upon in the contract is the vital first step to laying the foundations and establishing a strong relationship with the supplier.
Setting up the commercial and business office
As part of transition, the ‘run books’ including how the service works, technical design documents, operations plans, financial set up and business case tracking should be established. This documentation, that should be updated as the service changes, will form the basis of future requirements and will save time collecting information.
Activities at the end of the process (last 18 months)
Engage the market
lipsum