Key Facts

Project Synopsis

Amey Utility Services Ltd (AUSL) delivered the contract for Water Networks Repair and Maintenance and Meter Installation / Renewal for Dwr Cymru Welsh Water (DCWW) across the South Wales region.

Complex operational challenges and unfavourable contract terms had led to Amey making a cumulative substantial loss on the contract. We were brought in by Amey to turn the contract around.

Our commercial specialists completed an extensive investigation into the contract to identify the issues. We worked with DCWW, Amey and the supply chain to understand and resolve resourcing, planning and management issues.

With our experts leading contract negotiations, agreement was reached with DCWW, Amey and Amey’s supply chain on a mutually acceptable, sustainable and commercially viable solution.
We went on to provide an outsourced managed commercial service (MCS) to Amey and implemented our works management system, F0CUS.

Scope of Works

Commercial analysis of 83 weeks of historic data, comprising 93,577 orders to establish a ‘baseline model’.
Modelled resources, order volumes, service level agreements, initial bid position.
Led negotiations to agree new contract terms.
Implemented F0CUS system.

Overcoming Challenges

This was a complex contract with legacy supplier issues. Many challenges were overcome including a DCWW mindset of “anecdotal perceptions”. Our collaborative and evidence-based approach meant that all parties could agree “one version of the truth” and work together on the solution.

Successes

Our commercial management and F0CUS software provided clarity in a level that DCWW or Amey had never previously achieved.
The contract became commercially viable for Amey while delivering DCWW’s operational requirements and meeting stringent regulatory targets.
Amey’s contract continued with minimal disputes and positive working relationships.

Testimonial

TSS focussed on our needs and were transparent throughout our dealings, by looking at the contract from their perspective and assembling a one version of the truth, providing clarity in a level that we have never previously achieved. Nick and the team always act with the upmost professionalism, the team were always available to assist with queries and always did so in a prompt manner.

Scott Beard,
Executive Director, Welsh Water

Key Facts

Project Synopsis

Cadent are the UK’s largest gas distribution network, managing a network of more than 82,000 miles of pipes, most of them underground, which transport gas throughout the North West, West Midlands, East Midlands, South Yorkshire, East of England and North London.

We were engaged by Cadent to carry out an audit and assessment of the impact of the COVID-19 pandemic on the cost base across their mains replacement gas distribution network contracts.

The sample to audit was agreed at 50 schemes with a range of size, supplier and value to provide an accurate representation of the contract. Subsequently, Cadent instructed us to carry out a further audit of 20 schemes in the North West and West Midlands. As well as 50 schemes in the London network area, giving a total of 120 schemes.

Each scheme was reviewed for compliance to contractual and administrative expectations and commercial governance. The findings were shared throughout and at conclusion of the audit process through weekly dashboard reports to all stakeholders, overall we managed 3,915 records securely and efficiently throughout the pandemic.

Scope of Works

Our audit includes:

Assessment of works without impact of COVID-19.
Review and assess works completed, sub-contract costs and payments made.
Review and commentary of project / commercial governance.
Comparison of assessments (without COVID vs Costs incurred with COVID).

Overcoming Challenges

A considerable volume of documents required review. We took a collaborative approach to the audits, working closely with the Cadent commercial teams in each network area, alongside the Main Contract Partners, to ensure the audits were streamlined. External SharePoint sites were used to store and share documents which were fundamental to the audit, with automated updates when new documents were added by Cadent stakeholders.

Successes

Only a small number of mis-allocations and errors were found. The audits identified no material issues with the management of subcontract accounts. This provided Cadent with continuing confidence in the contract management, compliance and reporting arrangements.

Testimonial

Following the final review meeting, the client commented:

Thanks to all involved in concluding this exercise in a collaborative manner and providing the assurances required from the exercise.

Rob Johnson
Commercial Director
Cadent Gas

Key Facts

Project Synopsis

Our specialists worked seamlessly with ENWL and TfGM to provide the following services from conception (C3/C4)to completion (C9):

Quantity surveying
Clerk of Works
Project management
CDM Coordinator / Principal Designer
Commercial management

Starting work with ENWL on the Oldham, Rochdale and Manchester Airport Line, we then were appointed to work on the Second City Crossing project and finally the Trafford Park Line project which was the last phase of the expansion programme.

A geography of circa 32km end to end. For TfGM to proceed with the works it was necessary to establish a ‘swept path’, free of all utilities and associated assets wherever possible, in order to facilitate track construction and tram stops along the designated routes.

Scope of Works

Management of complete project lifecycle.
Site investigations and technical support.
Analyse and manage costs.
Stakeholder and supply chain collaboration.
Identifying and managing project and programme risks.
Providing mitigation and escalation procedures.

Overcoming Challenges

Working in the public realm with statutory and regulated businesses brings intense scrutiny. We provided the necessary formal auditable trail and input into regulatory reporting.
Multiple stakeholders and high profile locations required a considerate and collaborative approach. Multiple utility companies all working on the same route led to innovative joint utility trenches.

Successes

We promoted the use of Joint Utility Trenches (JUTs) on the TfGM network expansions. This way of working resulted in a 6 month reduction in the Trafford Park Line programme. JUTs generated a 40% cost saving for TfGM. Our experience, long-standing relationships and detailed, transparent final accounts led to ENWL’s final account process with TfGM being completed with minimal dispute and within 6 months.

Testimonial

TSS have played an integral part in the delivery of site based services of our Metrolink projects in and around Manchester City Centre. Their integration into not only our team but also that of our key stakeholders has resulted in us nominating the team for ‘Utility Week’ team of the year.

Mike Taylor
Energy Solutions Business Development Manager,
Electricity North West

Key Facts

Project Synopsis

KeolisAmey Metrolink, a joint venture between Keolis and Amey, took over operations and maintenance of Manchester’s Metrolink up to 2027. The network consists of 93 stops, seven different lines along almost 100km of track, with a fleet of 120 modern trams catering for more than 34 million journeys a year.

TSS reviewed and identified opportunities in the £10 million spend per annum (exc. power supply) across a variety of products and services inclusive of track, OHLE through to nuts and bolts.
Whilst the network is well serviced, the commercial mechanisms need to be reviewed to ensure that best value is being delivered in the short, medium and long term.

Scope of Works

Contract administration of supply chain in line with terms and conditions.
Working to good industry practices e.g. minimum Construction Act requirements.
Commercial management of accounts for high spend companies.
Formulate and introduce formal process DOA authorisation prior to starting works.
Build detailed assessment spend executed to provide high level re-bid / benchmark information.
Review overtime process and understand requirements vs outputs.
Re-procure heavy engineering material supply agreements.

Overcoming Challenges

Working within the light rail industry in a 24/7 environment where works are executed out of hours can provide challenges when establishing when and where works have been carried out. To identify which vegetation had been managed and drains jetted trackside we geo-located every OLHE station with longs and lats data. The information returned from site within the mobile app could then be overlaid to not only substantiate the location but also identify
hot-spots.

Successes

During our engagement we identified substantial savings across various non-construction cost heads such as security provision for Special Events, Rail Replacement Buses, and De-Vegetation of in excess of £500k. The additional commercial governance introduced by TSS has also provided a long-term platform for future improvements to be built from.

Testimonial

TSS came into a fast moving environment and quickly identified areas of opportunity not only in terms of cost saving through commerciality but also through process efficiency and improved governance. Working within the business they formed an integral part of the team with skills enabling them to interface with all contract stakeholder successfully

James Burgess
Head of Rolling Stock & Supply Chain

Key Facts

Project Synopsis

We provided United Utilities (UU) with a robust, proactive cost and commercial management solution. Using F0CUS, our work management system, we facilitated robust reviews and reporting for order applications, contract performance, and financial performance.

TSS provided eight full-time team members to facilitate this process. Providing ongoing support, we seamlessly integrated with UU’s systems within 6 weeks. Demonstrating our ability to develop a bespoke solution, we built custom elements for UU’s system, including:

Dedicated interfaces with client and supplier systems
Custom payment processes
Enhanced compliance module
Bespoke reporting

Key aspects of our support included:

Capturing commercial data
Variation management
Supply chain certification and payments
Interfacing with supplier systems to share image and field data
Automated daily reporting
Order verification

Scope of Works

Our primary responsibilities included managing data flows related to:

Work promotion
Order management
Commercial activities.

Collaborating with UU and its four supply Partners, interfacing F0CUS with five separate work management systems. UU anticipated 88,000 orders per annum and £69 million spend.

Overcoming Challenges

Ensuring UU’s Partners complied with the requirement for photographic evidence for payments to be made, we integrated an automated process to scan photo attachments into F0CUS.
This streamlined the record-keeping process and facilitated on-time payments.

Successes

For this contract, we:

Reviewed 100% of 25,848 orders
Re-valued 3,269 orders, generating £1,634,610 in savings
Assessed 186 consequential damage orders, reducing costs by 17.5%
Closed off all accounts within 10 months, 4 months ahead of schedule

Testimonial

TSS provided the highest-quality outcomes supported by the innovative F0CUS platform. Engaged at short notice, TSS provided a dedicated team of 8. They helped create a transparent and collaborative approach to all commercial activities.

Sinead Maguire,
United Utilities – Commercial Manager

Key Facts

Project Synopsis

When the grounds maintenance contract was due to expire the Council needed to determine whether to stay with the existing supplier arrangement or to re-procure the contract.

We developed a four-step Options Appraisal Methodology based on the HM Treasury guidance. We used this to evaluate the suitability and cost of potential options to inform the Council’s procurement and contracting strategy. The existing contract included an extensive portfolio of maintained land with a wide geographical spread including, 65 Children’s play areas, parks and gardens in Ambleside, Bowness, Kendal, Windermere and Ulverston. Sports fields and pitches, putting and bowling greens and tennis courts.

As well as open spaces in residential areas and within the wider public realm, the portfolio also included both operational and closed cemeteries and churchyards.

Scope of Works

A detailed review of grounds maintenance service, considering stakeholder and potential improvements. Evaluation of possible options for suitability and cost, including synergies with other street-based Council services. Provide framework for Annual Business Planning process with enhanced governance and draft first year business plan.

Overcoming Challenges

Previously the contract had been managed traditionally, focusing solely on output measures of quality and timelines. Our review and recommended Performance Management Framework was much wider ranging and included funding availability, future service
challenges, third party and external income opportunities, cross border working, synergies and integrations.

Successes

Robust, comprehensive and reliable set of information and analysis enabled SLDC to make informed and transparent decisions.
Improved contract governance arrangements.
Joint annual business, financial planning and approval process.
Enhanced reporting and self-monitoring.
Annual Performance Management Framework of KPIs and milestones to secure future service economies and efficiencies.

Testimonial

Councillors and officers commented on the quality of the work undertaken by TSS and showed their appreciation by stating:

“Thank you again for the work TSS did for us. TSS has provided a significant amount of expertise to provide SLDC with a solid direction for grounds maintenance over the next seven years.”