Our approach

How we work in partnership with our supply chain

These six focus areas help to ensure our approach meets the needs of the business, our customers and wider stakeholders, whilst also ensuring we continue to embed a positive culture and collaborative behaviours when engaging with our supply chain partners.

RelationshipsRelationships are key to success and can only be achieved through effective communication and expectations exchanges between us.

CultureBy sharing our philosophy of Perfect Delivery and our inherent culture of 100% Safe.

ConsistencyWorking repeatedly with only our best performing subcontractors to increase our Perfect Delivery successes.

ConsolidationBy working with fewer, high performing subcontractors and suppliers.

CostBy working together to achieve Perfect Delivery we will increase efficiency and reduce costs.

Social ValueDelivering tangible and measurable benefits to the local community and beyond through our actions and activities.We will ensure we treat our supply chain as partners as they are key to our success.Supporting the wider Morgan Sindall Group divisions in offering a unique ‘one stop’ services to our customers is one of our key objectives.

Protecting PeopleBeing safe continues to be of paramount importance to all of us at Morgan Sindall Construction. We see it as critical that our people, and those who are affected by our activities, benefit from an incident free environment.Safe placesWe create environments which provide security and protection from harmSafe by choiceWe choose to be safe, avoiding unnecessary risks.Safe relationshipsWe gain trust through active engagement,
collaboration and feedback.Safe by designWe stay safe by undertaking proper planning and making the right decisions.Safe livesWe care for people, promoting health and wellbeing for everyone who works with us.

Achieving Perfect DeliveryWe strive to be the best; a company that goes the extra mile for our customers and the local communities within which we work. That means we take pride in seeking new ways to improve what we do, acting with professionalism, honesty and transparency to deliver each and every project ahead of our customers’ expectations.Our philosophy of Perfect Delivery underpins this ambition. The support of our supply chain is key to us achieving Perfect Delivery and delivering exceptional experiences for our customers.

Our supply chain framework

The framework below is used to manage our regional supply chains; ensuring consistency whilst recognising the importance of our local relationships.

Benefits	Approved	Preferred
Receive suitable tenders	✅	✅
Invited to supply chain events	✅	✅
Invited to Morgan Sindall Construction training workshops	✅	✅
180 degree performance assessment	✅	✅
Receive free access to Morgan Sindall Construction Supply Chain Academy	✅	✅
360 degree relationship assessment		✅
Senior point of contact		✅
Relationship charter		✅
Six monthly Business-to-Business reviews		✅
Share pipeline		✅
Zero retention		✅

Expectations of our preferred supply chain partners

Exemplary approach to Health & Safety

Proactively support and align with our Perfect Delivery philosophy

Help us to win work - provide tender and pre-construction support

Support us with design advice and value engineering

Commit to partner with us where opportunities exist

Consistently high performance on projects

Work with us to deliver our social value objectives

Promote the use of sustainable products, reduce waste, and support our Responsible Business activities

Inform and maximise the use of the Morgan Sindall Supply Chain Family of suppliers and manufacturers

Managing our supply chain relationships1, Behaviours: How we behave in engaging and managing our supply chain influences their perception of Morgan Sindall Construction, and their appetite to want to work with us.We therefore operate some key behavioural rules of engagement:A. We talk to subcontractors and get their commitment to price a tender before issuing enquiriesPreparation – as part of developing our procurement strategy, we should identify those we want to work with from our segmented subcontractor database – taking into account their status but also their past performance. We must talk to each subcontractor to understand their appetite to participate and other factors e.g. package suitability and current workload.B. We then choose a maximum of four subcontractors to price each packageLimited tender competition – once we have done our pre-work and we understand who has capability, capacity and will be most likely to respond. As a guide, at least two preferred subcontrators should ordinarily be selected.C. We reject unsolicited bidsWe do not accept unsolicited tenders or prices, but we may consider new subcontractors for future work to ensure we remain competitive.D. We don’t do secondary send-outs – we reward those who helped us to winIt is important for our relationships that we act with integrity and reward those subcontractors that have priced and helped us win the work, to compete for it at procurement stage. Hence there are to be no secondary send-outs – subject to subcontractors honouring their proposals, and the planned number of tenders being received.E. We consider and encourage alternative procurement routes where appropriate – such as partnering / back-to-back and two-stage In exceptional circumstances, a business unit managing director or commercial director can approve an instance where we need to work outside of these rules. If we decide to do so, we must communicate with those subcontractors affected to ensure relationships are maintained.F. The project manager must endorse the final recommendationOur package tender lists are agreed as a team, taking account of various factors including suitability for the project, past performance, approach to health and safety and quality, and the level of support we get at tender / pre-construction stage. However the project manager retains ultimate responsibility and must endorse the final recommendation.2, Performance Management: We assess supply chain performance on all of our projects and use the Local Supply Chain (LSC) platform to record and share our scoring.Project performance scoring is vital as it is ‘the voice of the project team’ and will influence the future use of subcontractors. It also allows us to spot trends, to address poor scores and to reward consistently good performance. Preferred subcontractors who consistently fail to perform to the required level will be asked to develop a Performance Improvement Plan and invest additional resources to meet our requirements. Failure
to improve will result in relegation.As part of the LSC performance assessment, it is important to recognise those subcontractors who have supported us in achieving Perfect Delivery. Our selection of preferred subcontractors is informed by this information, as our expectation is that our preferred subcontractors actively support us in achieving Perfect Delivery on our projects.3, Reward & Recognition: We reward those subcontractors who help us to win work and who deliver consistently to a high standard, with closer working relationships and repeat business. We recognise our key subcontractors with preferred status, engaging with them more regularly and working with them more closely. We do not hold retention on our preferred subcontractors as recognition
of the trust between our businesses and as a reward for their continued
performance and support.4, Relationship management: Close working relationships are key. We should meet and communicate regularly with our supply chain partners, share our pipeline, engage early on our tenders and projects, and maintain a good understanding of their capability, capacity and their business plans. Preferred subcontractors should have a senior manager or director as the main relationship point of contact with Morgan Sindall Construction. These senior level relationships help to build trust, and can be used to overcome challenges as well as identifying opportunities.In addition, we use the LSC platform to solicit 360 degree feedback from our supply chain to help improve our own performance.Supply Chain Sustainability SchoolLaunched in 2012, Morgan Sindall is a founding member of the Supply Chain Sustainability School, a platform set up in conjunction with some of our peers to help the industry's supply chain develop its sustainability skills. The School provides a free learning environment, upskilling those working within, or aspiring to work within the built environment sector.Why become a member?The School is a free resource hub which allows members to access online and in-person learning in five main topic areas: sustainability, offsite, BIM, lean construction and management

Visit the Supply Chain Sustainability School's website and see how you can make a real difference to your businessSupply Chain Sustainability School

Members have the opportunity to:

Complete an assessment and receive a bespoke action plan for your company
Attend networking and training sessions
Gain CPD points through an accredited suite of e-learning modules.

We are delighted to be a partner of the School as sustainability lies at the heart of our business and we are committed to providing practical support to enable our supply chain partners to develop their sustainability credentials.

LSC (Local Supply Chain) is the management platform we use to connect our business with our Supply Chain. The LSC platform introduces collaboration across our business, a secure, cloud based platform enabling full supply chain management.

The Social Value Bank is our way of reporting how we increase the social, economic and environmental wellbeing through our construction activities. This includes the contribution from our supply chain partners to community engagement, environmental, employment and skills and training programmes that we run as part of our project delivery.

Local Multipler 3 - this tool helps us to measure the local economic impact that our activities generate. The contribution of our supply chain partners to LM3 assessments is key to us providing our customers with an overview of how many local businesses we work with, the local materials that we buy and the local jobs that we support.

Our commitment to paying the real Living Wage and delivering a fair day’s pay for a hard day’s work reflects Morgan Sindall Construction’s dedication to improving employer standards in the construction industry.

Our national team

NATIONAL

Gavin Jamieson, Supply Chain & Procurement Director

Beth Beere, Supply Chain Hub Coordinator

Kane Greenough, Supply Chain Sustainability Manager

Sarah Geeson, Procurement Manager

Louise Sturman, Sustainability Assistant

SCOTLAND

Willie Campbell, Supply Chain Manager

Bijal Solanki, Buyer

NORTH

Neil Carson, Supply Chain Manager (North West)

Amrita Sagoo, Supply Chain Manager (Yorkshire)

Euan Granger, Supply Chain Manager (Newcastle & Cumbria)

Ashley Haworth, Assistant Procurement Manager

CENTRAL & WEST

Dean Jetson, Supply Chain Manager (Midlands & Thames Valley)

Naomi Oluwasani, Assistant Supply Chain Manager

Phill Church, Supply Chain Manager (Cardiff & South West)

Connor Thurston, Trainee Supply Chain Manager

Lee Lovelace, Procurement Manager

Joanne Macdonalnd, Assistant Procurement Manager

EAST

Peter Puttock, Senior Supply Chain Manager

Jamie Showers, Buyer

LONDON & HOME COUNTIES

Gordon Norris, Supply Chain Manager

Chris Jones, Buyer

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