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“The Cleaning of 70.000 hospital beds”
Jeroen Veenendaal
Independent procurement of innovation consultant
Results - Procurement of Innovation for 70.000 clean beds
• Reduction of CO2 (Kg CO2 eq.) 65%
• Reduction of Total Cost of Ownership 35%
• First ever use of robotic technology in bedwashing
• Parametrically validated cleaning process
• Better cleaning results (based on ATP measurements)
o Cleaning by hand results in 35%
o Cleaning with Vmarc results in 2% …
• Easily expandable (e.g. IV poles, wheelchairs)
• Less labor intensive
• Procurement process SME friendly
• Supply Chain Movement
Jeroen Veenendaal, +31 6 28 48 22 52, [email protected]
Erasmus MC: Clean Beds
• Replacement necessary because of new hospital
• High CO2
• Overseeable (value approx. € 1.000.000,-)
• 1 Supplier
• Need for a new innovative procurement approach
Unmet needs
• Cleaning of 70.000 beds annually
• Substantial reduction CO2 footprint
• Substantial reduction TCO
Jeroen Veenendaal, +31 6 28 48 22 52, [email protected]
Erasmus MC
• Largest academic hospital in NL (1200 beds, € 1.3 bilj
turnover, 13.000 employees)
Forward Commitment Procurement
• Process overview o Setting the unmet needs (2011)
o Market Engagement
• Getting the challenge out there, media strategy
• Prior Information Notices
• Market Meeting Day
o Competitive Dialog
• Pre selection
• Competitive Dialog
• Final Offer
o Business Case validation
o Contract signing
o Building and parametrical validation
o Completion – Start Operation (2015)
Jeroen Veenendaal, +31 6 28 48 22 52, [email protected]
Market engagement
Market meeting day
17-5-2016
Integral Client
orientated sustainable
social transport Competitive Dialogue – City Counsel Rotterdam
Program Social Transport
The rough figures
• Per day 35.000 Rotterdammers
17-5-2016 11
Origin
Annual costs
(mln.€)
AWBZ 6,6
VOM 15,5
WSW 0,6
Leerlingen 7,7
Schoolzwemmen 0,5
Gymnastiek 0,5
Jeugd GGZ 0,2
Participatiewet 0,2
Total 31,8
Little errors – Big consequences
17-5-2016 12
“Marketplace” on last breath
17-5-2016 13
17-5-2016 14
Lessons Learned
• Branch strongly divided about future
• “European tendering is annoying”
• Insufficient innovation
• High level of competition with negative margins of profit
• Focus strongly on savings. Client is not in the picture
anymore
• “Mobility Centre”, is that genuinely something new
Unmet Needs – Rotterdam City Counsel
• Primary – Interest of client: o Client must be in the center of service
o Fitted in a flexible (new?) budget scheme
• Secondary - Overlaps o Contribution program “Durability”
o Contribution program “Langer Thuis” (stay home longer)
o Contribution program “Eenzaamheid” (loneliness)
o Contribution program “Social Return”
17-5-2016 15
Marketplace goals
• Make use of existing expertise
• Confidential competitive dialog with a genuine and
credible demand
• Paying a fair and profitable price o We rather focus on lowering the “Q” instead of lowering margins of profit (“P”)
• Integration of the complete client customer journey
17-5-2016 16
The client in centre of service – 2 elemental features
17-5-2016 17
17-5-2016 18
The costumer journey
17-5-2016 19
Traditional focus tenders
New focus on information disclosure and communication
Why the competitive dialog
• Tender aims to serves goals of client, supplier and City Counsel
• Room for newcomers, stimulate consortia
o Carriers
o ICT
o Car manufacturers
o Public Transport
o Advisors
• Procedure and length of the contract stimulate innovation (contract
period is 7 years)
17-5-2016 20
Stimulating consortia - market meeting days
• 22 September – “De gebruiker centraal”
• 15 October – “Verbinding maken”
• 24 November – “Integrale oplossingen”
17-5-2016 21
Marktcommunicatie
Strategie&engagementfase Aanbestedingsfase Implementatiefase Uitvoeringsfase
Bepalenbeleidsdomeinen
endoelstellingen
Bepalenstakeholders
Inkoopstrategienotitie
concept
Oplevering
DoelgroepenonderzoekMuzus
Inkoopstrategienotitie
Definitief
Preselectiedocument
Concept– terreview
Preselectiedocument
Publicatie
PLANNINGENACTIVITEITENNIEUWDOELGROEPENVERVOER
Beoordelen
aanmeldingen
Januari2016
AfrondenDialoog
Startfinal offer
Dialoogdocument
Concept
Verspreiden
DialoogdocumentStartdialoog
September2015
Beoordelen
Inschrijvingen
Contract
ondertekening
Voorlopige
Gunning
November2016
Inrichten
dienstverlening
Januari2017
Infasering
WMO/AWBZVervoer
Infasering
CAV/WSW/ParticipatieVervoer
Infasering
Leerlingenvervoer
Juni2017
Augustus2017
VER VOER VOOR EEN GELUKKIG LEVEN
Voor Rotte rdammers
Burgers hebben inspraak
Burgers zijn meer ze lfredzaam
Bestrijding van Ee nza amheidPr ogramma: Voor Me kaar
Ma rijke de Vries Koppelen aan Muzus!!
Burgers langer thuisProgramma: Langer Thuis (voorjaar 2015)
Annemieke van der KooijPr ogramma: Eerder Thuis
Christl van Gerven
Ex cellente gebruikersbeleving
Bevorderen veiligheidsgevoel
Pr ogramma: Veilig Thu is
Bereikbaar voor een ieder die het nodig heeft
Uitv oering: L eerlingenvervoer
Reinier Mo uthaan
Liecenda Mu ngru
Me lanie Petiet
Pi a de Reus
Uitvoering: Wmo vervoer
Barbara Kamp
Alice Hofs tra
Uitv oering: WsW vervoer
Ronald Bergman
Ramon Dölle
Sa skia LaarmanUitvoering: Jeugd GGZ vervoer
Rian Sm it
Uitvoering: Vervoer Pa rti cipatiewet
Rita Joost
Ayla Sari
Uitvoering: Bijzondere Do elgroepen
GGZ intr am uraal
Edmee Lammerding
Project: Arrangementen in Opbouw
Laurens Ruijs
Uitvoering: Su bsidie wijkbussen
Anja van der Brugge
Pr ogramma: Wmo? Laurens Ruijs
Van Rotte rdammers
Sociale Cohesie
Pr ogramma: Huizen van de WIjkMi chel de Baan
Sa menwerking vervoer Welzi jn
Beleid: Mi rjam Turksma
Programma: NIeu we Rotte rdams Welzi jn
Laurens Ruijs
Annemarieke van Egeraat
Liselore Ooijen
Inzet van vrijwilligers
Versterken Eco nomie
Innovatie stimuleren
Opdracht toegankelijk voor MKBAccountmanagementYvonne Spijkers
Leonie Melchers - Kroon
Sti muleren uits troom naar werkWSPRRene van W ilgenburg
Do elmatige besteding van o verheidsgeldGoed Opdrachtgeverschap
Inze t personeel: VeiligheidOngewenste intimiteiten
Gezondheidskeuringen
Luchtk walite it
Koersnota lucht 2014
Raymond van Praag
Mobiliteitsagenda 2015 - 2018Pro gramma Rotte rdam El ektrisch Lutske Lindeman
Vi sie op schoon rijdenLu tske Lindem an
Taxibeleid Rotte rdam Quirijn Oudshoorn
Martin Guit
Mi lieuzo ne Berco V erhoef
Programma: Duurza am 2015 - 2018
Wiert-Jan de Raaf
METROPOOLREG IO
Capelle
BarendrechtEtc .
B ELA NG ENORGANISATIES
Exte rn: SPA22
Intern: OR WSW
Roelof Vennik Aad Gelderblom
Leerlingen en Jeugd
Adviesraad Leerlingenvervoer
Voorzi tter: Ma rijke K och
Sc holen voor Sp eciaal onderwijs
??
Pr o vincie
Naam? Naam?
Resu lta tante n van
het vervoer?
ZorgaanbiedersWerkgevers
tijdigheid van het vervoer =
afspraak is afs praak
Hardware
L easemaats chappijen
Verze keraars
Importe ursFabrikanten
Traditional vs Innovative
Agreement Agreement
Reduction of suppliers
through financial and
reference demands
“Create” new suppliers by
specifing unmet needs
and creating more
market demand
Reduction of solutions
through List Of
Requirements
Reduction of
solutions based on
added value
Supplier selection
mainly based
on price
Supplier selection
based on resolution
of unmet needs
TRADITIONAL INNOVATIVE
FCP summarized
• FCP combines progressive ideas with best practices from the private market which can achieve innovation
• It creates a credible demand to the market which ensures that suppliers conceive innovative and cost effective solutions
• FCP is an innovative philosophy which was developed for the public procurement sector and thus fits in procurement legislation
• FCP is based on unmet needs, not on existing solutions
• Commitment provides the actual incentive for suppliers to create better innovative (and often non-existent) solutions
• FCP works and exceeds expectations
Jeroen Veenendaal, +31 6 28 48 22 52, [email protected]
