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The Decommissioning and Waste Management Supply Chain 1947 to 2014

Ron Gorham, NDA’s Head of Supply Chain Optimisation and Small and Medium Enterprise (SME) Champion

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Topics

Why do we need a Supply Chain?

History and Myths

NDA’s approach to the Supply Chain

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Why do we need a Supply Chain?• Insufficient skills and or experience

• Better management of risks and or opportunities

• Adoption of Best Practices from other sectors and Industries

• Better value

• Access the Global Market

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Some NDA Estate Supply Chain facts£1.6bn is spent in the Supply Chain annually the vast majority of which is spent via our SLC’s

The NDA Estate is the second largest D&WM Programme in the World

Our Estate supports over 3000 Suppliers

The NDA Programme stretches into the next Century

There is no such thing as a typical contract

A growing number of Contracts cover the entire NDA Estate - £300m pa

There is mature existing domestic Supply Chain which is refreshed by new entrants

There is no “ideal size” of Supply Chain company

Simple solutions are often “best”

Nuclear experience is generally an advantage

Performance really counts; safety, quality, programme and cost

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History and Myths

The early days of Nuclear in the UK

Calder Hall 1956

Windscale Piles 1950

Magnox

Windscale AGR – Operational in 1962

Dounreay

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Overview

No - For many Nuclear sites, these are ongoing activities during commissioning

and operation

Today's new Nuclear facilities have to be designed to be decommissioned

Chapelcross Cooling Towers

Decommissioning and Waste Management only starts at the end of the Programme

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There are totally separate Supply Chains for;

Nuclear New Build

Nuclear Operation and

Nuclear Decommissioning and Waste Management

No!

Chapelcross begins Reactor 3 defuelingVRR back overseas

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NDA’s approach to the Supply Chain

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Supply Chain is a key “enabler” to help deliver our Mission so it has its own strategy

We don’t mandate the use of the Supply Chain but.........

NDA works across all our Estate and is now engaging with the other Nuclear clients

We seek to learn lessons from other sectors and markets domestically and internationally

Our role (and that of the SLC’s) is to help enable the Supply Chain to be successful

The Supply Chain should be rewarded commensurate with the risk and opportunity

Supply Chain Optimisation in NDA

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The vast majority of work is awarded following open competition

Developing predictable and consistent acquisition processes

“Best” bidder wins

Developing “Supply Chain Pipelines” to support Supply Chain Capability and Capacity growth

Recognition of success

Supply Chain Optimisation in NDA (cont)

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So in summary;

The Supply Chain is an integral part of the whole Nuclear Sector, which is now a global business. Clients need to focus on being the best we can and the Supply Chain needs to bring its highest quality offering to the table each and every time.

What we all do really counts