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Best Practice

This area of the Merlin website provides examples of best practice in supply chain management applied by prime contractors. Ordinarily these are examples identified by Merlin Assessors in the course of their assessment work, but if your organisation would like to share examples of its own best practice here please get in touch. New examples of best practice will be added here from time-to-time as they are identified, so please keep checking back. The hope, in sharing these examples, is that they might be adopted, and ultimately become standard practice, right across DWP's supply chain.

Merlin

ATOS

Contractual documentation is of the highest standards and meets the exacting requirements of all major global players. The MWA and PIP contracts clearly defined the obligations of both Atos and supply chain partners. The PIP contracts were re-negotiated with the supply chain as a result of re-profiling volumes, the supply chain partners involved in this assessment confirmed that they were kept fully informed. Supply chain partners felt Atos have an open approach to negotiations, flexible and open for variation. Following two way negotiation changes are jointly agreed. Changes made to contracts, volumes,funding and performance levels are clearly detailed in contract documentation. Supply chain partners confirmed that Atos are open and honest regarding offers and subsequent amendments. A quote taken from the assessment “Very professional in terms of contract negotiations it feels like a true partnership"

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Merlin

Working Links

The Lennox Partnership provided us with the attached document regarding there continuous improvement project.

TLP Continous Improvement Project_ Merlin feedback.pdf

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Merlin

G4S

The team created to establish the G4S supply chain had both a strategic and operational understanding of the Welfare to Work sector and were therefore able to utilise this knowledge and experience to excellent effect in developing it sbidding and supply chain strategy / approach. (1a.1)

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Merlin

Maximus

MAXIMUS has developed a concept that was born from the late FND contracts around Community Inclusion Plans. MAXIMUS wanted to have a more strategic approach where there were less meetings, but bigger impact on community agendas that supported improvement. These plans are in place in areas that MAXIMUS and their SCP's work. They have looked at how by joining up all the external groups they could improve peoples lives, their housing requirements and support them to stay in work. MAXIMUS have produced a Continuous Improvement Toolkit, they look at the local labour market information, which
meetings the different community groups should be involved in and MAXIMUS sit on a number of Boards and committees and many organisations now know who they are. It enables small organisations to talkto their customers as they offer them opportunities to hold surgeries at their sites to support the customer whilst utilising existing funding effectively. The ultimate goal for MAXIMUS around these plans is to have a single on-line document that would include what's going on in the local area, a who's who locally and for there to be a National Inclusion Board for each of the CPA's.

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Merlin

Pertemps

Effective management, through the use of a dedicated resource and an open approach of the TUPE process enabled PPDG to facilitate a smooth transition for affected staff and gave the most appropriate support to the Supply Chain Network allowing them to make informed and considered decisions.This was achieved by ensuring Supply Chain Partners were actively involved in the allocation of staff and staff liabilities in a fair and transparent manner. (3a.2)

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Merlin

JHP

Supply Chain Partnershave either developed their own policies or adopted JHP models. Equality and Diversity and Safeguarding training are requirements for all Supply Chain Partnerswho deliver WP on behalf of JHP. Equality and Diversity is an agenda item and discussed as part of the monthly monitoring visits. Equality and Diversity monitoring is recorded by Supply Chain Partnersthrough the BOND system. BOND currently has limitations on how the data is being sued.
The partner pack clearly details JHP’s expectations of Supply Chain Partners. Supply Chain Partners feel that JHP listen and act on volumes and flows and are open to challenges from their Supply Chain Partners. Supply Chain Partners were able to provide evidence whereby JHP had proposed changes to contracts but upon challenge from the supply chain partner(s) JHP withdrew the changes. Generally Supply Chain Partners felt comfortable when challenging JHP owing to the openness of JHP.
in relation to security of data. The JHP security policy has been translated into a document for Supply Chain Partners. JHP audit all Supply Chain Partners before pre-contract and audit Supply Chain Partners to (schedule 16) Information Management. Data Protection, Freedom of Information, Fraud and Bribery are examples of the policies that are in place to secure and maintain the security of JHP data information and assets. Requirements for supply Page 13 TMN -Merlin Assessment Report V1 – 26.04.12 © emqc 2012
chain partner security policies form part of the WP partner packs and Supply Chain Partnersare audited annually by the JHP Security Manager. JHP Policies and processes are available to be shared with Supply Chain Partners where requested.

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Merlin

Interserve

The Best Friend Directory (BFD) is seen by the SCP's as a unique selling point. The BFD is a directory that ensures any gaps in the services of Tier 2 and Tier 3 partners can be supported by the BFD. All organisations on the BFD have a SLA in place and understand that no money will change hands for their services across the SC. The Tier 2 providers can add to the BFD if they are aware of other organisations in their communities that can add value and enhance service to the customers.
There have been many opportunities for SCP's to access, including, improvements around completing EoI's for other sources of funding. The Advice Zone is a tool that the SC staff can use to support customers. The Advice Zone is situated on their web page and is available to all delivery staff and customers to access. It provides information on in-work calculations and offers customers who are going to interviews or need to find out how to get to a new job
A specific training package has been devised and is presently being piloted called 7 steps to success, which will support staff to improve service delivery and improve performance across the SC. This will be rolled out via the Academy. The Tier 3 partners have been offering

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Merlin

Avanta

Avanta want their partners to be successful in business and programme delivery, and as a result provide and share a number of business development opportunities to grow a sustainable business and increase capacity. Similarly, the training and development of staff is a high priority, and equal access is provided to Avanta personnel and partners to up-skill and gain information to support the delivery of service. (2b.1, 2b.

Contractual documentation clearly defined the obligations of both parties, and where amendments were discussed and agreed these were reflected and honoured in a revised contract. (2c.3, 3c.1)

Contractual documentation clearly defined the obligations of both parties, and where amendments were discussed and agreed these were reflected and honoured in a revised contract. (2c.3, 3c.1)

They were made aware of the opportunity to complete an EoI through presentations, meetings, website and/or direct contact from Avanta. Partners commented on the rigour of the EoI and the extensive support provided as and when additional information was requested.
this way of working. Opportunities have been provided for tier 2 and tier 3 SCPs to promote their services through a POG meeting, which has resulted in referrals to other parts of the supply chain network. A list of tier 3 SCPs is regularly circulated, which contributes to effective signposting to meet specific intervention requirements, address disabilities, etc.
E-learning modules are available for partners to access through the Partner Portal, which address health & safety, safeguarding, Diversity & Equality and environmental sustainability. Whilst this is a great platform to provide the information and raise awareness, consideration should be made to identifying the preferred learning styles to ensure this is the most appropriate method of delivery.
The organisation has recently undertaken a review of their values, which included wide consultation and testing Avanta staff at all levels. The values are to be communicated to the partners through planned presentations.

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Merlin

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