2 Increasing OGCbuying.solutions'
market share |
11. OGCbuying.solutions' share of central government
total procurement spending is approximately 5%. If categories
outside the areas covered by OGCbuying.solutions' products and
services are excluded, OGCbuying.solutions' share makes up 10%
of expenditure. In
the wider public sector (local government, health, education and
emergency services), OGCbuying.solutions' share of total procurement
spending is less than one per cent.
12. Customers of OGCbuying.solutions ranked the need
to improve customer consultation when letting new framework agreements
as a key improvement that would make them use OGCbuying.solutions
more. 29% ranked
more consultation in their top three improvements.
While 41% of central government departments considered that they
were consulted enough on new framework agreements and managed
services, only 15 to 20% of the other organisations (non-ministerial
government departments, executive agencies, non-departmental public
bodies and wider public sector organisations) felt this to be
the case (Figure 2).
Source: National Audit Office
13. OGCbuying.solutions has established a Customer
Steering Group to increase consultation with customers. The representation
on this group is primarily from central government departments
with only limited involvement of executive agencies and non-departmental
14. Despite an improvement programme which is in
its third phase, OGCbuying.solutions website remains to be fully
exploited to increase customer take up. 29% of customers ranked
the website in their top three improvements that would make them
use OGCbuying.solutions more.
15. Customers are also not consulted enough by OGCbuying.solutions
about the performance of suppliers on its framework agreements
and managed services.
57% of central government organisations and 68% of organisations
in the wider public sector have never been asked by OGCbuying.solutions
about the performance of its suppliers.
More than four fifths of customers, both in central government
and the wider public sector, consider the level of consultation
on the performance of suppliers to be insufficient.
16. Customers who do not currently use OGCbuying.solutions
highlighted the need to make it easier to get in contact with
OGCbuying.solutions and to be kept better informed about current
products and offers.
21% of potential customers identified clearer contact information
as the one action that would make them use OGCbuying.solutions
with 19% identifying more marketing information.
17. The primary method by which OGCbuying.solutions
monitors the performance of its suppliers is through a red, amber,
green rating system. Suppliers are either unaware of the OGCbuying.solutions'
rating system or do not consider that it helps them understand
their performance and how to improve it.
The NHS Purchasing and Supply Agency use key performance indicators,
together with sales volume data, to produce league tables to compare
performance across suppliers on the same framework agreement.
The league tables are discussed with suppliers to identify reasons
for good or poor performance.
28 C&AG's Report, para 2.33 Back
Q12; C&AG's Report, para 2.33 Back
C&AG's Report, Figure 19, page 24 Back
Qq 17, 67, 77-78 Back
C&AG's Report, para 2.40 Back
C&AG's Report, para 2.41 Back
Q 129 Back
C&AG's Report, para 2.29 Back
C&AG's Report, para 2.29 Back
C&AG's Report, Figure 21, page 26 Back
Qq 30-33; Qq 114-115 Back
C&AG's Report, para 2.30 Back
C&AG's Report, case example 3, page 22 Back