Topic: Commercial & procurement

By Myrna Rickards
November 5th 2025

The rise of the delivery partner Highlight Report

 

Delivery Partners to support the project owner/investor have become a familiar part of the major project landscape. The increasing use of a Delivery Partner across major projects and programmes is evidenced by the award of a 15 year contract by Anglian Water for a ‘Programme Delivery Partner’, a 5 year contract by MoD Defence & Equipment Supply for a ‘Project Delivery Partner’, and a ‘Programme Delivery Partner’ for the New Hospital Programme. This is not solely a UK phenomenon, as evidenced by the appointment of a ‘Client Partner’ for the MetroLink metro project in Dublin.

However, as indicated by the myriad titles used for this relatively new participant in major projects (e.g. Delivery Partner, Client Partner, Programme Partner, and Programme Delivery Partner) there are a number of variations to consider.

This seminar looks to demystify what is a Delivery Partner and what underpins appropriate use of this participant in a major project. The speakers and panellists will look at the associated success factors and issues associated with Deliver Partnersthrough a variety of lenses:

  • What, exactly, is their role and how do they add value.
  • The fundamental differences in the various options for a Delivery Partner.
  • Learnings from across various sectors where a Delivery Partner has been employed.
  • When appointment of a Delivery Partner is unnecessary and potentially value reducing.
  • How to engage with Tier 1 contractors as participants within the Delivery Partner.
  • Pointers from a joint industry / academia the study that has identified five themes to be addressed by both practitioners and academics to enhance their contribution in the future.

The seminar will also look forward to how the Delivery Partner might evolve now it has become embedded as an option that should at least be considered for a major project.

 

By Myrna Rickards
March 19th 2025

Trends in major project procurement Full Report

 

It is not only the UK government that is linking increased spending on infrastructure to growth and addressing key economic, environmental and social challenges.  Across the globe there is ever growing demand for new energy sources for use in new locations, achieving climate resilience, addressing social mobility and urban renewal and all within a context of digital transformation.

As noted in other recent MPA events, funding is a key enabler for this increased spending (Developing new funding models for major infrastructure, 16 January 2025).  But, there is little value in having funding if those who will design, develop and deliver the required infrastructure cannot be sourced and put to work.  This is particularly the case for major projects where the supply base is often global and is able to pick and choose where it wants to deploy its resources.  In simple terms, it is increasingly as case of a “sellers’ market”, so how do project clients secure the resources they require within financial and regulatory limits.

This full-day seminar will explore at trends in the procurement of goods and services for major projects both within the UK and globally.  It will address:

  • Global Perspective – what trends in procurement can we see in other markets that may have relevance here in terms of adoption and/or impact in securing appropriate suppliers for UK projects?
  • How a major project client is securing innovation, productivity gains and greater certainty in delivery through procurement.
  • Legislative changes within the UK and how this could impact supplier landscape from a supplier perspective.
  • The supplier landscape, including constraints, market shaping, market creation opportunities, change in balance of power (sellers’ market).
  • How clients can address the challenge a changing power-balance and still ensure responsible procurement addressing wider social and environmental considerations.
  • Implications of the increasing use of AI in procurement for example:
    o If all bidders use similar AI how do we know what they can do rather than the AI says they can do?
    o AI tools reviewing bids generated by AI.
    o Could choice decline as bidders just focus on those bids where they’ve a higher probability according to the AI?

The exploration of these topics will also provide a foundation for another full day seminar in November on the ‘Rise of the Delivery Partner’ as a particular global trend that is being increasingly adopted within the UK.

By Myrna Rickards
March 19th 2025

Trends in major project procurement Highlight Report

 

It is not only the UK government that is linking increased spending on infrastructure to growth and addressing key economic, environmental and social challenges.  Across the globe there is ever growing demand for new energy sources for use in new locations, achieving climate resilience, addressing social mobility and urban renewal and all within a context of digital transformation.

As noted in other recent MPA events, funding is a key enabler for this increased spending (Developing new funding models for major infrastructure, 16 January 2025).  But, there is little value in having funding if those who will design, develop and deliver the required infrastructure cannot be sourced and put to work.  This is particularly the case for major projects where the supply base is often global and is able to pick and choose where it wants to deploy its resources.  In simple terms, it is increasingly as case of a “sellers’ market”, so how do project clients secure the resources they require within financial and regulatory limits.

This full-day seminar will explore at trends in the procurement of goods and services for major projects both within the UK and globally.  It will address:

  • Global Perspective – what trends in procurement can we see in other markets that may have relevance here in terms of adoption and/or impact in securing appropriate suppliers for UK projects?
  • How a major project client is securing innovation, productivity gains and greater certainty in delivery through procurement.
  • Legislative changes within the UK and how this could impact supplier landscape from a supplier perspective.
  • The supplier landscape, including constraints, market shaping, market creation opportunities, change in balance of power (sellers’ market).
  • How clients can address the challenge a changing power-balance and still ensure responsible procurement addressing wider social and environmental considerations.
  • Implications of the increasing use of AI in procurement for example:
    o If all bidders use similar AI how do we know what they can do rather than the AI says they can do?
    o AI tools reviewing bids generated by AI.
    o Could choice decline as bidders just focus on those bids where they’ve a higher probability according to the AI?

The exploration of these topics will also provide a foundation for another full day seminar in November on the ‘Rise of the Delivery Partner’ as a particular global trend that is being increasingly adopted within the UK.

By Myrna Rickards
May 17th 2023

Emerging Markets – Opportunities and threats for Major Projects Full Report

Investment in major projects to enhance built environmental assets, transform public services and exploit new technologies, continues at pace as governments around the world accelerate their drive towards a return to post COVID-19 growth levels. Yet alongside the expected geographic regions and economic sectors, we are increasingly now seeing new emerging areas that major project professionals are either being asked to work in or will certainly soon find themselves part of.

This session will explore these emerging market areas for major projects and help businesses and professionals involved in the delivery of major projects gain insight into the opportunities and challenges on the horizon so as to paint a picture of where they should focus attention over the next 12-24 months.

We will examine the emerging geographic opportunities for growth in major projects before moving on to highlight a number of specific markets which are now emerging with funding as key areas for exciting major projects activities.

By Jonathan Norman
May 17th 2023

Emerging Markets – Opportunities and threats for Major Projects Highlight Report

Investment in major projects to enhance built environmental assets, transform public services and exploit new technologies, continues at pace as governments around the world accelerate their drive towards a return to post COVID-19 growth levels. Yet alongside the expected geographic regions and economic sectors, we are increasingly now seeing new emerging areas that major project professionals are either being asked to work in or will certainly soon find themselves part of.

This session will explore these emerging market areas for major projects and help businesses and professionals involved in the delivery of major projects gain insight into the opportunities and challenges on the horizon so as to paint a picture of where they should focus attention over the next 12-24 months.

We will examine the emerging geographic opportunities for growth in major projects before moving on to highlight a number of specific markets which are now emerging with funding as key areas for exciting major projects activities.

By Jonathan Norman
March 15th 2022

Reimagining Global Supply Chains Full Report

We are living in a world of continuous change – increasingly uncertain and volatile. To address our critical social and environmental needs for a healthy and sustainable future, we all need to take positive action. We also have increasing expectations to deliver project benefits at a faster pace, bringing innovation and while being consistently reliable. Our project libraries are overflowing with policies and guidance and our lives and ways of working being redefined by new technologies and digitisation. For major projects the challenges and questions posed cannot be under-estimated – the operating models we have may not fit our future needs. The client and supplier relationship that delivers capital investment is key, so what do major project leaders need to consider and how can we best redefine our supply chains?

 

By Jonathan Norman
April 1st 2021

Procuring for Broader Social and Economic Value Full Report

Do current procurement practices enable supply chains to deliver solutions innovatively and provide their expertise effectively? Are supply chains able to deliver broader value than the subject matter of the contract that was procured?

Procurement is changing.

Join us to learn about the procurement and delivery approaches some of the current major projects are adopting to embed societal, environmental and economic benefits into their projects and the potential impact of the incoming public sector procurement regulations.

Since the development of the Infrastructure and Project Authority’s Routemap document suite in 2016, the procurement of infrastructure is changing focus from a specific asset or capability transaction to embrace the acquisition of broader benefits.

It is apparent that every infrastructure project has the potential to release greater economic and social value than the asset or capability that is being procured. Benefits such as local employment, sustainable supply chains and positive environmental impact on local communities.

The Government’s Green Paper: Transforming Public Procurement recognises the UK’s new internationals status and gives an opportunity to adapt the public sector procurement approach allowing greater focus on promoting transparency, local industry and society. This builds upon the works set out in the Public Services (Social Value) Act 2012 and the Cabinet Office publication Taking Account of Social Value in the Award of Central Government Contracts in 2020.

Publications such as the Construction Playbook and the ICE Maximising Social Value from Infrastructure Projects have played a part in championing this message. How can we as industry professionals adapt our procurement and contracting approaches to meet this challenge and ensure success? Current economic situations such as the COVID pandemic and its impact on business and individuals serve to highlight the increasing need to address value in procurement.

We’re delighted to confirm Martin Rowark, Partner, Gardiner & Theobald as Chair for this event. We will explore:

  • Methodologies used by different major projects to get the most value out of supply chains.
  • Examples of how social value benefits have been embedded into Procurement processes.
  • Potential outcomes of the Green Paper: Transforming Public Procurement.
  • How best practice in the procurement and delivery of major projects is continuing to evolve.
By Jonathan Norman
April 4th 2019

Why do Disputes happen in Major Projects? What can be done to avoid them? Highlight Report

During the course of delivering major projects, disputes between project parties (at any level of the project structure) can and do arise. Sometimes they arise due to unforeseen circumstances and external factors which are outside the control of the parties. But on occasion it is because of unclear or ambiguous contractual provisions; a change in key personnel; payment issues; the conduct of parties or changes to scope or requirements. Many of these are avoidable and it is crucial for project participants to understand why and how such problems may arise. Of greater importance is for project participants to understand how to avoid such disputes arising in the first place.

During the course of this evening meeting, our speakers will discuss their experiences of disputes on major projects, the impact which such disputes have had on the projects and will provide invaluable insight as to how, as an industry, we can avoid them. The discussion will provide the audience with the opportunity to share their own experiences.

By Jonathan Norman
April 4th 2019

Selecting the Right Contracting Model for Effective Delivery of your Major Projects Full Report

Paul Foster, Chief Executive, Sellafield Ltd confirmed to Chair this event. The proposition that contract choice is a major factor in success or failure of the delivery of major projects has become a truism. This seminar is an opportunity to explore in detail 2 key questions about this vital aspect of major project delivery: • What drives decision making on contract choice within client organisations and how can it be improved? The type or model of contract to be used is one of the major planks of a client organisations’ procurement strategy. It defines and shapes the relationships through the life of projects, blocking or enabling productive collaboration with delivery partners. How does practice differ across public, private and regulated sectors, different governance arrangements and with different levels of project complexity and organisational capability? • Does the market (do we/I mean clients here?) dictate contract choice too heavily? Given the importance of contract choice for project success should early contractor involvement be used more effectively to give the supply chain a voice in contract selection? How can this work in practice? At the extremes, supply chain organisations’ exposure to the risks inherent in particular contract models has been cited as a factor in high profile corporate failures. Such failures have a direct and highly visible impact on customers, creating huge operational and reputational risks for clients. Would contractor involvement in contract choice also improve the sustainability of the supply chain?

By Jonathan Norman
April 4th 2019

Selecting the Right Contracting Model for Effective Delivery of your Major Projects Highlight Report

Paul Foster, Chief Executive, Sellafield Ltd confirmed to Chair this event. The proposition that contract choice is a major factor in success or failure of the delivery of major projects has become a truism. This seminar is an opportunity to explore in detail 2 key questions about this vital aspect of major project delivery: • What drives decision making on contract choice within client organisations and how can it be improved? The type or model of contract to be used is one of the major planks of a client organisations’ procurement strategy. It defines and shapes the relationships through the life of projects, blocking or enabling productive collaboration with delivery partners. How does practice differ across public, private and regulated sectors, different governance arrangements and with different levels of project complexity and organisational capability? • Does the market (do we/I mean clients here?) dictate contract choice too heavily? Given the importance of contract choice for project success should early contractor involvement be used more effectively to give the supply chain a voice in contract selection? How can this work in practice? At the extremes, supply chain organisations’ exposure to the risks inherent in particular contract models has been cited as a factor in high profile corporate failures. Such failures have a direct and highly visible impact on customers, creating huge operational and reputational risks for clients. Would contractor involvement in contract choice also improve the sustainability of the supply chain?