- Id
- ocds-h6vhtk-0675d5
- Status
- complete
- Procurement Method
- direct
- Procurement Method Details
- Direct award
- Why this procedure was chosen
- The incumbent supplier has supported the organisation and predecessor entities over an extended period of approximately four years and has developed extensive operational and technical knowledge of the organisation's systems, integrations, data structures, migration sequencing, and programme dependencies.
This includes detailed understanding of:
• Microsoft Dynamics 365 environments.
• Enterprise Asset Management systems.
• legacy and bespoke business systems.
• existing migration mappings and transformation logic.
• programme-specific migration dependencies and sequencing requirements.
The supplier has supported both organisational mergers (March 2024 and February 2026), contributing to system discovery, data mapping, implementation preparation, and elements of early delivery activity required to mitigate risks associated with system fragmentation and potential orphaned systems.
Substantial discovery, data analysis, mapping, and implementation preparation activities are now complete or nearing completion and have been reviewed with programme and executive stakeholders. The programme is transitioning from discovery into implementation and delivery.
The proposed delivery model retains the same dedicated named migration team, including continuation of named personnel in equivalent roles and specialisms, in order to preserve programme continuity and avoid further mobilisation and knowledge-transfer delays.
A phased delivery approach has been developed and documented through an agreed Statement of Works, including defined migration activities, governance controls, milestone-based delivery expectations, KPI performance measures, reconciliation activities, and post-go-live support arrangements.
A change of supplier at this stage would require an alternative provider to:
• validate and assure existing discovery outputs.
• rebuild technical and operational understanding.
• re-establish migration sequencing, governance, and delivery plans.
• and undertake additional mobilisation and onboarding activity
The contracting authority considers that this would result in duplication of effort, additional cost, delay to critical programme milestones, and disproportionate disruption to an in-flight and business-critical transformation programme.
- Published risks
- Pre-Market Engagement
The contracting authority undertook pre-market engagement to assess market capability, delivery approaches, and procurement options. Supplier feedback identified significant data complexity, discovery, validation, and mobilisation requirements associated with the programme.
Supplier responses indicated that an alternative provider would typically require additional discovery, validation, and assurance activity prior to implementation, which reinforced the contracting authority's assessment that introducing a new supplier at this stage would create duplication, increased programme risk, and material delivery delay.
Programme Criticality
The requirement forms part of a time-critical integration programme supporting the consolidation of multiple systems across the merged organisation.
Several systems have been identified as requiring urgent integration and stabilisation activities to avoid fragmentation, operational inefficiencies, and the risk of systems becoming unsupported or orphaned.
Programme timelines and dependencies mean that delays to mobilisation or implementation would materially impact critical business objectives and wider transformation activity.
In addition, ongoing organisational integration and restructuring activity across relevant programme, technology, and procurement functions further increases the delivery risk associated with onboarding and mobilising a new supplier during this phase
Commercial Position and Governance
The contracting authority has undertaken commercial benchmarking, supplier engagement, and negotiation activity to ensure that the proposed arrangement represents an appropriate and proportionate commercial position.
The proposed delivery model includes:
• negotiated reductions to supplier day rates.
• annual review points.
• capped inflationary review provisions.
• contractual controls relating to named resources.
• milestone-based governance and KPI monitoring arrangements.
• and ongoing performance management controls.
The arrangement will be subject to ongoing performance and governance review.
Conclusion
The contracting authority considers that continuation with the incumbent supplier is necessary to ensure continuity of delivery, protect programme timelines, and avoid disproportionate disruption to an in-flight and business-critical transformation programme.
The contracting authority considers that, within the current programme constraints and required delivery timelines, a change of supplier would introduce material mobilisation, delivery, operational, and programme risk.
The direct award is therefore considered necessary and proportionate in the circumstances.
Future Procurement Intent
The contracting authority intends to keep future delivery and procurement options under review in line with programme timelines, market conditions, and available compliant routes to market