Collective management of shared suppliers involves finding simple methods to collaborate with other boroughs to manage common suppliers better. At its core, it enables Contract Managers primarily to share information and best practices with each other as simply as possible, as well as aggregating together to present a cohesive group with shared suppliers.
Most London boroughs employ Contract Managers to manage the relationships and performance of key suppliers. For technology contracts, common technology needs lends to a high concentration of a few 'strategic technology suppliers'. Despite sharing similar suppliers in this way, boroughs do not typically align approaches to relationship and performance management.
Taking precedent from the Government Commercial Function, there is evidence to suggest that taking a joined up approach to supplier management is beneficial across multiple buyers, lending to: stronger relationships; more efficient engagement; and, greater collective capacity to steer better outcomes.
Contract Managers Contract Managers should use this guidance to share best practices and collectively hold to account key suppliers that are shared by many boroughs
Procurement Directors Procurement Directors should have oversight over the allocation of resources to shared user groups, and encourage Contract Managers to seek out and share best practice with other boroughs.
CIOs / CDOs & Service Directors CIOs / CDOs and Service Directors should be consulted in deciding the desired outcomes to achieve with shared suppliers, and may participate in the user group.
To help boroughs to collaborate effectively and sustainably, the steps below outline both key roles for boroughs as well as LOTI to help embed new shared working practices.