WET News

6 ALLIANCES 2018 ALLIANCES 2018 Starting a beautil relationship Behavioural assessments are now part and parcel of the water industry procurement process. Alliances spoke to JCP's Simon Moran to find out why. " "Technically, it [collaboration] doesn't become pointless it just means you're not getting the true benefit of rolling it down the supply chain," says Simon Moran. "Everybody is thinking about how we can deliver what the client needs and what the customer ultimately needs. There is a desire to connect in the supply chain and start to put them through some of the pro- cesses that the Tier 1s go through." Moran continues: "In putting AMP6 alliances together a lot of these organisations are the thinking type. They do the planning and then hand it over for someone to physically go out and do, which is obviously the Tier 2s. "You can have a great plan and you can all work collaboratively but then you're handing off to people that aren't connected into this way of working." Moran is an associate at JCP, the collaborative working specialist that helps clients, contractors and their supply chains realise the benefits of reduced cost, speedier delivery, increased profit and improved relationships from working collaboratively with each other. Thames Water, Anglian Water and Affinity Water feature among JCP's clients. Alliances spoke to Moran recently and discovered that it is critical that Tier 2 businesses adopt collaborative behaviours; that Anglian Water is willing to help smaller organisations through the behavioural assessment process; and that Tier 2s need to stand up for themselves. Interesting differences Moran says Anglian is one of the water companies that has been looking at col- laborative behaviours among its Tier 2 suppliers for the past year, and there are "very interesting differences" compared with the Tier 1 organisations that all go on the behavioural assessments. "Large organisations tend to look a'er their people, from the point of view of their personal development, in a much stronger way. Project management, presentation skills that sort of thing, whereas smaller organisations don't tend to afford that. "The smaller SME-type of operation among the Tier 2s don't really have that budget and that insight. And, the stake is not so high – for larger organisations it could be £100M at stake so they're willing "I'm not saying Tier 2s are weak but from the . point of view of their collaborative behaviours, and that sort of development, some haven't had the same investment as the larger organisations" Simon Moran, JCP

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