CP Programme – Print Category An Introduction to the primary Central Government Print Procurement Contract Pack A

1. CP Programme – Print Category An Introduction to the primary Central Government Print Procurement Contract Pack A

2. Reasons for Change • The Comprehensive Spending Review 2010 set challenging reductions in budgets for Central Government and this impacts upon procurement. • The Green Review identified that Central Government is not maximising its position as a significant buyer within the market and consequently is subject to significant price variance and does not achieve best value for taxpayers’ money. • The Efficiency & Reform Group (ERG) are working to transform how Central Government improves procurement of commonly used goods and services. This is being done through the Centralised Procurement (CP) Programme whose mission is to ‘Transform how Government buys common goods and services through centralised category management, standardisation of specification and aggregation of spend to deliver significant sustainable cost reductions from the existing baseline of £13bn, in the region of 25% over four years. • Central Procurement will have common goals (slide 6)

3. Print Category Strategy Development • The emerging strategy following the deep dive identified Managed ServiceProvider models (MSP) as the optimum solution to deliver the strategic goals. • Stakeholder engagement, supplier research, market testing and analysis have validated that MSP models are best placed to support category transformation. • MSP’s are a mature, established and proven model in both public and private sectors • The requirements and complexity of CG print are best served through strategically aligned partnerships with MSP’s :– • Risk v Reward • Retains supply chain competition • Reflects category complexity and delivers improved MI • Not a ‘one size fits all’

4. HMRC’s Role • Government Procurement (GP) are the delivery service for the CP Programme and consist of the transformed former Buying Solutions and designated Departmental units with expertise in specific categories. HMRC are the lead department for the Print Category and will operate as GP. • The Deep Dive was the first step towards transforming the Category, this was the • gathering and analysis of information to determine what is spent, where, and how and to identify whether this can be done better. This evidence was needed to help understand what works well, what can be improved and how. • The Print Vendor Partner model was developed, specified and evaluated with full consideration for meeting the wider Government agenda and addressing the findings of the Green Review. It is flexible and scalable with category objectives embedded throughout it’s development, tender and evaluation. The contract is fully enabled for Central Government Departments, their ALBs and NDPBs. • The Print Category Strategy has been signed off by all Central Government Commercial Directors at the Procurement Executive Board (PEB).

5. Procurement Executive Board (PEB) • PEB - chaired by the Chief Procurement Officer, GP or the host Commercial Director and comprises: • Commercial Directors from the top 6 spending Departments • One Commercial Director ** representing all other Government Departments • Managing Director of Government Procurement Services (former Buying Solutions) in their capacity as proposed key service provider for sourcing, category, data and category management • Executive Director of Policy & Capability of Government Procurement • CIPS CEO to provide external challenge and link to private sector(non-voting) ExtendedPEB (EPEB) Comprising the other Government Departments & Director of Customer Service for GPS. Represented by ** on PEB

6. CP Strategy: Goals • Strategic Goals for 9 common categories • Aggregation and leverage CG requirements • Eradicate product cost differences • To put in place volume bound contracts • Rationalise and standardise • Accurate spend and consumption data • Fit for purpose contracting vehicle • Deliver cashable savings

7. Print: Category Goals • Strategic Review Goals for Print Category • To deliver cashable savings for CGD’s of £20 - £25m • To deliver VfM, standard costs and transparent pricing models • To put in place consolidated and leveraged contracts • To standardise specifications and processes • To deliver coherent, visible and intelligent Management Information • To exploit market capability, knowledge and innovation • To deliver flexible contracts scalable for future requirements • To support Government SME agenda

8. Print Category: Scope

9. End 2 End process Delivery Inbound Requirement Pre press Production Print & publishing Fulfilment Hard copy or digital distribution Basic Design Layout / Artwork / Typesetting / Translation (exc. Creative and Advertising Services) Orderline / Helpdesk Data / Database Management On-line e-Comms / On-line / Multi-media Scanning Post Management – RM / DSA Publication Personalisation / Mail Archiving Print & Finishing Warehousing Distribution – Pick ‘n’ Pack Logistics / Transport Digital Asset Mgt Brand Management Toolkits / Templates Paper Supply Envelope Supply Overarching end 2 end process management & delivery OR entry/delivery at any point(s) in process Key: Level of requirements High Medium Low

10. Print Category: Recommendation • To approve HMRC’s Managed Service Provider print contract as the primary Central Government procurement vehicle • Why? • Aligned with CP and category strategy • Developed, specified and evaluated in line with CP agenda • Fit for purpose cost model • Capable of delivery category objectives • Not dependent on volumes • Fully tested the market with major players bidding • Brings forward strategy delivery • Accelerates savings delivery

11. Print Category: PEB Decisions * Further 6 months' BS Print Framework Extension approved

12. What is the HMRC contract? • Print Vendor Partner (PVP) • Strategic partnership between HMRC and Williams Lea • Following novation to GPS - Strategic partnership between GPS and Williams Lea and each Government Department • Vehicle that operates between CG departments and the supply chain / market • Vendor neutral – uses the existing supply chain • Overarching mechanism servicing the full end 2 end print process • Tailored solution to meet individual department requirements • Flexible commercial model, fit for purpose • Supports delivery of SME agenda

13. Benefits of Contract • No requirement to undertake resource intensive procurement process • Offers stability during transfer through use of existing supply chain • Delivers cashable savings through a transparent cost model • Only one supplier to manage • Provides innovation and market technology – e.g.: Digital Asset Management (DAM) • Incentivised to reduce demand for printed material • Delivers VfM, consistent pricing cross Government– matrix pricing over time • Intelligent MI with accurate spend, consumption and performance data • Minimises exposure to supply chain instability and volatile commodity prices • Transparency around end 2 end costs to drive efficiencies and behaviours • Supports and develops strategies to enable standardisation and rationalisation

14. Print Category: Phased transformationTo deliver cashable savings • Strategic Goals • To deliver VFM standard and transparent costs • To put in place consolidated and leveraged contracts • Strategic Goals • To exploit market capability, knowledge and innovation • To enable transition and exploitation of Next Generation contracts 2 2012 + Transfer Transition Transform • Strategic Goals • To embed standard specifications and processes • To deliver flexible contracts aligned to future requirements ? 2011/12 1 3

15. Onboarding Phase

16. Onboarding Process • Define • Preparation phase • Establish a project framework and governance • Establish resource requirements and contacts for Dept and within ALBs • Agree scope of activity • Commence contractual / cost model discussions • Discover • Fact finding phase • Review and establish the current state • Baseline processes and procedures • Establish current supply arrangement – identify potential TUPE • Identify SLAs and KPIs • Baseline current cost base • Meet with key stakeholders • Design • Tailor the solution to meet your existing business requirements • Outline activity required to transfer service • Identify opportunities for service enhancement or cost reduction • Present solution definition document for sign off by Procurement Board • Jointly build implementation plan • Deliver (go-live) • Onboard existing supply chain – TUPE considerations established • Establish account management structure and team • Finalise commercial model • Build and implement technology interfaces • Test all processes and procedures • Go-live and transfer activity

17. Resources for Onboarding • Define – This is the most resource intensive phase, but is an invaluable investment as it will greatly shorten the discovery phase. The work needed here is similar to preparing for a tender (without the later work of going through the tender process) . • Discover – More work undertaken at the define stage means much less resources are required here and the benefit is that the timeframe for this stage is shortened. • Design – WL will lead, however, they will need continued access to, and support from, the relevant people, the resources will depend on the IT system in place and how you currently transact. • Deliver – Resource required here is for facilitating the back end processes such as ordering, invoicing, catalogues associated processes, including developing, improving and testing.

18. More Information • For details about onboarding onto this contract further information is available - • hmrc.cpprintimplementationteam@hmrc.gsi.gov.uk