Production Plants Programme Partner (4P) Strategy Development Day 7 May 2013 NO MARKING REQUIRED.
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Transcript of Production Plants Programme Partner (4P) Strategy Development Day 7 May 2013 NO MARKING REQUIRED.
Production Plants Programme Partner (4P)
Strategy Development Day
7 May 2013
NO MARKING REQUIRED
Welcome and PurposePurpose of the Day:
1. To proactively engage with, and involve all areas of the Supply Chain to help shape the 4P strategy moving forward.
2. To listen to what the Supply Chain has to say, and give you a opportunity to contribute through interactive sessions.
3. To give an opportunity to various stakeholder groups to gain a better understanding of the 4P acquisition.
What does a successful day look like?
1. Everyone has a chance to contribute during the day
2. It feels different to a standard industry day
3. We get information that is useful to the optioneering and selection of an appropriate commercial model
4. We all enjoy the day
NO MARKING REQUIRED
Key Note Speech
Simon WittridgeHead of Engineering and Project Delivery,
Waste & Effluent Disposition (WED)
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Simon Wittridge
Vision:
We jointly develop and implement innovative, cost effective and risk reducing solutions.
Objectives:
1. Maintain excellent safety performance
2. Deliver more work for the same money through delivery efficiencies
3. Improve the level of risk reduction per £ spent on projects and tasks
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Simon Wittridge
1. Maintain excellent safety performance
Near Miss
Catastrophe
Fatality
Serious Injury
Minor Injury
1
10
100
1000
10000
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Simon Wittridge
2. Deliver more work for the same money through delivery efficiencies
£30mStand AloneContracts
£20mDesign
£16mMDSW
£4mSL
£30mSL
Projects & Asset Care - £100m/Year
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Simon Wittridge
3. Improve the level of risk reduction per £ spent on projects and tasks
Everyone delivering the portfolio as
one team.
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Simon Wittridge
1. Opportunity to improve but don’t throw out what is good
2. A truly successful contract provides maximum profit with optimised customer outcomes – obvious – but not always the case
3. Attendance today is really appreciated to help us construct the right delivery model so that we might all be successful.
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Scope
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Scope
• Is 4P a contract or a concept?– Conceptually we want to deliver Asset Care work more
efficiently than we currently do– …but you can’t compete a concept
At its simplest level• The Production Plants Programme Partner will Work
with SL and DSA to deliver Asset Care Tasks and Projects within Production Operations Areas
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“will Work”
Elements of work to be delivered comprise• Schedule Integration and Master Planning.• Task/Project Management and Project Controls • Delivery Innovation• Design for Manufacture capability • Procurement of raw materials and P&E• Blue collar delivery and management capability (See
breakdown)
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“with SL and DSA to deliver”
LTPR Production
Minor/ Straightforward Tasks
Larger / more complex tasks
Projects
Front End/studies SL gated Process – IPG to
DDG
SL gated Process – DDG to Completion
SL DSA 4P
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“Asset Care Tasks and Projects”
Planned Maintenance
Asset CareTasks and Projects
Major Projects
Obsolescence/end of Life Replacement
System Upgrades
Minor Plant Enhancements and remedial work
LTPR Implementation work
Shutdown Planning
Small number of Projects, large number of tasks
Value range Few £k to £5m
Large ‘New Build’ ProjectsVia Major Projects
Routine Maintenance bySL Resources
Potential for overlap/use of SL craft resource when available
NO MARKING REQUIRED
Asset Care Tasks and Projects
£30mStand AloneContracts
£20mDesign
£16mMDSW
£4mSL
£30mSL
Projects & Asset Care - £100m/Year
Engineering Services
Max Scope of 4P
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Asset Care Tasks and Projects
Percentage
Civil Engineering 60
Electrical 4
Instrument 10
Mechanical Plant 16
Pipe work 5
Surveys 1
Management 6
Typical blue collar work breakdown.
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Procurement Plan
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Procurement Plan – Key Dates
The project team is working to the key indicative dates below:
Market Engagement Conducted April / May 2013
Business Case Approved August 2013
Pre-Qualification Questionnaire Released September 2013
Invitation to Tender Released December 2013
Preferred Bidder Announcement October 2014
Contract Award December 2014
If you have any concerns with the dates for the competition please refer to these in your feedback form at the end of the day or speak to one of the project team.
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Socio Economic and SME Agenda
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John Sidney, Head of Supply Chain Strategy
The Nuclear Family
May 7, 2013
John Reynolds, Head of Strategic Communications
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10 April 2023 20
Happy families … mutual dependency
COMMERCIAL
OPERATIONALSOCIAL
e.g. Innovation via SMEs
e.g. Infrastructure to deliver
e.g. Environmental Stewardship
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10 April 2023 21
• NDA’s SME National Action Plan …. Creating opportunities for us at a local level
• How do we ensure that SMEs can compete on a level playing field?
• Key drivers from Europe – Employability and SME development
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Commercial Model Optioneering
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Commercial Model Optioneering
Some example pictures:
SL
T1
T2 T2 T2
T1 Partnership
SL
T2 T2 T2
T1
T1 Managing AgentSL
T1
T2T2
Super Prime
T2
SL
T2 T2 T2
T3 T3 T3
Special Purpose Vehicle (SPV)
Partnership
SL
T1
T1
T1
SL Integrated
T1 = Direct subcontractor to Sellafield Ltd (SL),
T2 = subcontractor to main T1 contracting entity or ‘doer’ level of contractors in managing agent.
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Commercial Model Optioneering
What does your 4P look like? Key Attributes
SL
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Benefits, Cultural & Behavioural Change and
Transition
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Closing Speech
Simon WittridgeHead of Engineering and Project
Delivery, Waste & Effluent Disposition (WED)
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