Neutral Vendor for ICT Procurement

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    "description": "EEM is seeking to set up a framework arrangement with a single provider capable of operating a large-scale, neutral ICT procurement and supply chain management function across the full scope of this Framework Agreement.\nThis procurement will establish a single-supplier framework, in accordance with Section 45(4)(a) of the Procurement Act 2023. EEM has concluded, based on market analysis, statutory considerations and PME feedback, that a single neutral vendor is the only proportionate and effective model capable of delivering the full scope of ICT requirements defined in this document.\nThis approach is justified on the following grounds:\nA.\tInteroperability and Whole-ICT Lifecycle Integration\nICT procurement across the public sector is currently fragmented. Complex interdependencies between hardware, licensing, cloud consumption, cybersecurity, networks and managed services require a single entity to coordinate supply, ensure compatibility, and provide end-to-end assurance.\nA multi-supplier framework would not achieve these outcomes, and would increase the risk of:\n•\tconflicting supplier commercial incentives\n•\tinconsistent technical standards\n•\tfragmented support arrangements\nB.\tTransparency and Spend Control\nPublic bodies consistently reported that pricing for software licensing, cloud consumption, and associated services is often opaque and difficult to benchmark. The single-supplier Neutral Vendor model is required to:\n•\teliminate hidden margins and bundled charges\n•\tensure transparent, open-book pricing\n•\tprovide uniform reporting and governance\n•\tsupport PA23 transparency duties under Sections 69–95\nC.\tAggregation and Economies of Scale\nA single supplier is required to centralise:\n•\tdemand aggregation\n•\tvolume discounting\n•\tsupply chain optimisation\n•\tconsolidated OEM negotiation\nThese benefits cannot be achieved with a multi-provider arrangement.\nD.\tSME Enablement and Fair Access\nEvidence from Preliminary Market Engagement confirmed that SMEs find it difficult to engage directly with large ICT procurements.\nA neutral vendor enables:\n•\tstructured and fair onboarding\n•\ttransparent subcontracting workflows\n•\tincreased SME participation\n•\telimination of reseller-dominated routes\nThis directly supports government objectives on SME inclusion.\nE.\tRisk Management and Compliance\nThe Neutral Vendor model mitigates:\n•\tinconsistent supplier compliance\n•\tunmanaged subcontracting\n•\tvariable licensing and cybersecurity standards\nBy providing a single accountable entity, the model supports:\n•\tcompliance with the Procurement Act 2023\n•\tCyber Essentials/ISO 27001 assurance\nBased on PME responses, market analysis and the statutory requirements of the Procurement Act 2023, a single neutral vendor framework is considered the only proportionate and effective commercial structure capable of delivering the scope of this Framework Agreement.\nThis Framework does not establish a traditional ICT reseller or managed service delivery model. The appointed supplier must operate as a neutral procurement intermediary, with all sourcing decisions made transparently and without bias towards any proprietary or internally delivered services. The Neutral Vendor will act as the sole contracting entity for all purchases under the Framework, with all supply chain arrangements managed on a back-to-back basis.\nThe objectives of the framework are:\nObjective 0: Provide an outsourced ICT procurement function delivering compliant sourcing, commercial governance, benchmarking and transparent access to the ICT supply market.\nObjective 1: Provide a comprehensive range of ICT products and services, including niche suppliers, enabling public sector buyers to procure the latest technology solutions.\nObjective 2: Ensure competitive pricing through transparent cost structures and negotiated discounts, offering value for money for public sector bodies.\nObjective 3: Facilitate the redistribution of vendor incentives (e.g., rebates, kickbacks) back to the Buyer in a fair, transparent, and legally compliant manner.\nObjective 4: Offer flexible and scalable ICT solutions, ensuring buyers can select the most appropriate technology to meet their needs.\nObjective 5: Ensure all products and services comply with relevant standards and regulations, including the Procurement Act 2023, NHS standards, and sector-specific compliance requirements.\nThe scope of this procurement is for the providers of ICT goods and services. The themes, product and services are set out in the Scope and Specification section of this document. EEM considers this framework will help:\n•\tenable EEM members, whether existing or future, and the wider public sector to procure services provided by ICT providers in an efficient and compliant way.\n•\tprovide access to a vetted list of suppliers, reducing the le and effort needed to conduct individual procurements.\n•\tensure that all purchases meet legal and regulatory requirements, such as the Procurement Act 2023.\n•\tprovide better value to the buyer by creating a fairer and more efficient supply chain, whilst consolidating purchasing power to negotiate better pricing and terms.\n•\tprovide clear, pre-negotiated pricing structures, enabling buyers to achieve greater value for money.\n•\tprovide diverse ICT needs, including hardware, software, services, and niche products, allowing buyers to source everything from a single framework.\n•\tensure access to cutting-edge and specialised technology, such as IoT solutions and green ICT initiatives.\n•\tallows buyers to better scale their ICT purchases in line with changing requirements, from small upgrades to large-scale projects.\n•\tEncourages greater innovation and quality by providing access to innovative products and services, including from niche vendors, ensuring buyers can procure the latest technology.\n•\tpromoting competition among suppliers, driving higher quality standards.\n•\tReducing procurement risks by offering contracts with established suppliers that adhere to framework terms and conditions.",
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The single-supplier Neutral Vendor model is required to:\n•\teliminate hidden margins and bundled charges\n•\tensure transparent, open-book pricing\n•\tprovide uniform reporting and governance\n•\tsupport PA23 transparency duties under Sections 69–95\nC.\tAggregation and Economies of Scale\nA single supplier is required to centralise:\n•\tdemand aggregation\n•\tvolume discounting\n•\tsupply chain optimisation\n•\tconsolidated OEM negotiation\nThese benefits cannot be achieved with a multi-provider arrangement.\nD.\tSME Enablement and Fair Access\nEvidence from Preliminary Market Engagement confirmed that SMEs find it difficult to engage directly with large ICT procurements.\nA neutral vendor enables:\n•\tstructured and fair onboarding\n•\ttransparent subcontracting workflows\n•\tincreased SME participation\n•\telimination of reseller-dominated routes\nThis directly supports government objectives on SME inclusion.\nE.\tRisk Management and Compliance\nThe Neutral Vendor model mitigates:\n•\tinconsistent supplier compliance\n•\tunmanaged subcontracting\n•\tvariable licensing and cybersecurity standards\nBy providing a single accountable entity, the model supports:\n•\tcompliance with the Procurement Act 2023\n•\tCyber Essentials/ISO 27001 assurance\nBased on PME responses, market analysis and the statutory requirements of the Procurement Act 2023, a single neutral vendor framework is considered the only proportionate and effective commercial structure capable of delivering the scope of this Framework Agreement.\nThis Framework does not establish a traditional ICT reseller or managed service delivery model. 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    "description": "Between June and November 2023, Curo embarked on an exercise to develop its IT/Digital strategy to underpin its 10-year vision and corporate strategic objectives. The strategy includes a five-year roadmap and high-level business case for change.\nDuring the strategy discovery phase, we undertook a desktop exercise to evaluate the social housing software vendor market to identify solution options for supporting our strategy, both addressing limitation with our existing legacy systems and to open up innovation, future-fit opportunities and better potential to meet our long-term business goals. Through this exercise we concluded that there are a number of different approaches that could be taken to updating our systems:\n•\tOption 1 - Platform with bespoke configuration for our defined requirements/specifications e.g. Salesforce, Microsoft Dynamics\n•\tOption 2 - Housing Management software/product hosted on a platform.  E.g. Iproperty on MS Dynamics as an example\n•\tOption 3 - Traditional housing management software similar to current approach - Aareon QL\n•\tOption 4 - best of breed approach - similar to our current environment but with different products for different requirements, integrated to provide market leading products in each business area\nThis RFI process seeks to identify the benefits and drawbacks/risks to each of these approaches in order to help us finalise our ICT and Procurement strategy.\nEach of the above have pro's and con's, differing cost points, differing implementation timescales etc. so as we review the products, we will use high level criteria to help with an assessment scoring. This is not scoring the actual product or supplier and will not take place of a full procurement evaluation; it will be a scoring of the pro's and con's of the approaches so that we can start to evaluate which approach we might take and begin to build our full detailed requirements document ready for tender.\nTo support this, we are applying a high-level evaluation framework that enables us to compare different solution approaches in a consistent way. This framework avoids detailed technical scoring and instead concentrates on the eight key strategic themes in the table below.\nCriteria\tDescription\n1\tStrategic Fit\tTo what extent does the solution align with our long-term business strategy, organisational goals, and digital ambitions?\n2\tFuture Flexibility & Scalability\tWill this approach adapt to changing needs, regulatory changes, and scale with our growth?\n3\tImplementation Complexity & Risk\tWhat is the estimated implementation effort, risk of disruption, and reliance on specialist skills?\n4\tIntegration Capability\tHow well does the approach support integration with other systems (existing and future)?\n5\tTotal Cost Consideration (TCO)\tHigh-level estimation of total cost of ownership (including licensing, implementation, support).\n6\tVendor Ecosystem & Support Model\tMaturity of the vendor or platform ecosystem, support availability, and market presence.\n7\tUser Experience & Adoption\tLikely ease of use for staff, training burden, and ability to drive adoption.\n8\tInnovation Potential\tHow well does the approach support innovation, emerging technologies (e.g., automation, AI), and continuous improvement?",
    "communication": {
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        "region": "UKK12",
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        "telephone": "07973385737"
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  ],
  "language": "en",
  "planning": {
    "documents": [
      {
        "id": "036793-2025",
        "url": "https://www.find-tender.service.gov.uk/Notice/036793-2025",
        "format": "text/html",
        "noticeType": "UK2",
        "description": "Preliminary market engagement notice on Find a Tender",
        "documentType": "marketEngagementNotice",
        "datePublished": "2025-07-02T13:23:13+01:00"
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        "dueDate": "2025-07-31T23:59:59+01:00",
        "description": "The timetable for Supplier's responses to this RFI are set out below. Although Curo intend to achieve these deadlines we reserve the right to amend these dates at our sole discretion.\nStage \tDate\nPublication of RFI\t01/07/2025\nClarification Questions Deadline \t25/07/2025\nRFI Submission Closes\t31/07/2025\nFollowing the RFI deadline, Curo will be holding Engagement sessions that focus on specific business units or functions. We expect the engagement sessions to start w/c 4th August 2025 and to continue for 5 / 6 weeks.  We may combine several areas into one week.  The table below provides an indication of the proposed themes and focus areas.\nTheme \tFocus Area\n1. Customer\tCRM, Complex Case Management inc complaints, Resident Portals(New & existing customers ), AI-based interactions,  Customer preferences.\n2. Tenancy & Housing\tLettings inc Allocations,  Onboarding.  Tenancy Management,  Rent & Service Charges inc Arrears, ,   Customer visits and resident engagement, Care & support\n3. Repairs & Scheduling\tReactive Repairs inc diagnostic, Work Orders, Job Scheduling, Contractor Portal, Rechargeable Repairs, Voids,  Planned Works\n4. Asset & Estate Management\tScheme hierarchy & attribute data, Management inc programme planning, performance,  Inspections.   contract management, Estates/Grounds Maintenance,\n5. Property safety\tSafety and Compliance inc cyclical, remedial work, evidence. Inc Complex case inc no access, Scheme hierarchy & attribute data.\n6. Corporate Functions \tFinancial Reporting, Rent accounting,  Direct Debits, payroll, HR, L&D,  Integration potential\n7. Technical\tIT infrastructure (inc security, storage) integration, API,  workflow configuration, Data model, BI , EDM\nDates and timings of the engagement sessions will be shared with suppliers through the course of the RFI.\nThe procurement documents are available for unrestricted and full direct access, free of charge, at\nhttps://metaprocurement.mytenders.co.uk/search/show/search_view.aspx?ID=JUN169970\nAdditional information can be obtained from the above-mentioned address.\nTenders or requests to participate must be submitted electronically via\nhttps://metaprocurement.mytenders.co.uk/search/show/search_view.aspx?ID=JUN169970"
      }
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  "date": "2025-07-02T13:05:35+01:00",
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  "ocid": "ocds-h6vhtk-055637",
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        "url": "https://www.find-tender.service.gov.uk/Notice/036416-2025",
        "format": "text/html",
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      }
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{
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  "date": "2025-06-30T16:13:22+01:00",
  "ocid": "ocds-h6vhtk-055637",
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            "id": "72000000",
            "scheme": "CPV",
            "description": "IT services: consulting, software development, Internet and support"
          }
        ]
      }
    ],
    "title": "Supply of ICT Systems/Applications/Platforms/SaaS",
    "value": {
      "amount": 0,
      "currency": "GBP",
      "amountGross": 1
    },
    "status": "planning",
    "legalBasis": {
      "id": "2023/54",
      "uri": "https://www.legislation.gov.uk/ukpga/2023/54/contents",
      "scheme": "UKPGA"
    },
    "description": "Between June and November 2023, Curo embarked on an exercise to develop its IT/Digital strategy to underpin its 10-year vision and corporate strategic objectives. The strategy includes a five-year roadmap and high-level business case for change. \nDuring the strategy discovery phase, we undertook a desktop exercise to evaluate the social housing software vendor market to identify solution options for supporting our strategy, both addressing limitation with our existing legacy systems and to open up innovation, future-fit opportunities and better potential to meet our long-term business goals. Through this exercise we concluded that there are a number of different approaches that could be taken to updating our systems:\n•\tOption 1 – Platform with bespoke configuration for our defined requirements/specifications e.g. Salesforce, Microsoft Dynamics \n•\tOption 2 – Housing Management software/product hosted on a platform.  E.g. Iproperty on MS Dynamics as an example \n•\tOption 3 – Traditional housing management software similar to current approach – Aareon QL \n•\tOption 4 - best of breed approach - similar to our current environment but with different products for different requirements, integrated to provide market leading products in each business area  \nThis RFI process seeks to identify the benefits and drawbacks/risks to each of these approaches in order to help us finalise our ICT and Procurement strategy.\nEach of the above have pro’s and con’s, differing cost points, differing implementation timescales etc. so as we review the products, we will use high level criteria to help with an assessment scoring. This is not scoring the actual product or supplier and will not take place of a full procurement evaluation; it will be a scoring of the pro’s and con’s of the approaches so that we can start to evaluate which approach we might take and begin to build our full detailed requirements document ready for tender.  \nTo support this, we are applying a high-level evaluation framework that enables us to compare different solution approaches in a consistent way. This framework avoids detailed technical scoring and instead concentrates on the eight key strategic themes in the table below.\n\tCriteria\tDescription\n1\tStrategic Fit\tTo what extent does the solution align with our long-term business strategy, organisational goals, and digital ambitions?\n2\tFuture Flexibility & Scalability\tWill this approach adapt to changing needs, regulatory changes, and scale with our growth?\n3\tImplementation Complexity & Risk\tWhat is the estimated implementation effort, risk of disruption, and reliance on specialist skills?\n4\tIntegration Capability\tHow well does the approach support integration with other systems (existing and future)?\n5\tTotal Cost Consideration (TCO)\tHigh-level estimation of total cost of ownership (including licensing, implementation, support).\n6\tVendor Ecosystem & Support Model\tMaturity of the vendor or platform ecosystem, support availability, and market presence.\n7\tUser Experience & Adoption\tLikely ease of use for staff, training burden, and ability to drive adoption.\n8\tInnovation Potential\tHow well does the approach support innovation, emerging technologies (e.g., automation, AI), and continuous improvement?",
    "communication": {
      "futureNoticeDate": "2026-01-01T23:59:59+00:00"
    },
    "aboveThreshold": true,
    "mainProcurementCategory": "services"
  },
  "parties": [
    {
      "id": "GB-PPON-PVMW-1379-RTDG",
      "name": "Curo Group",
      "roles": [
        "buyer"
      ],
      "address": {
        "region": "UKK12",
        "country": "GB",
        "locality": "Bath",
        "postalCode": "BA2 1EP",
        "countryName": "United Kingdom",
        "streetAddress": "The Maltings, River Place, Lower Bristol Road "
      },
      "details": {
        "url": "https://www.curo-group.co.uk",
        "classifications": [
          {
            "id": "publicAuthoritySubCentralGovernment",
            "scheme": "UK_CA_TYPE",
            "description": "Public authority - sub-central government"
          }
        ]
      },
      "identifier": {
        "id": "PVMW-1379-RTDG",
        "scheme": "GB-PPON"
      },
      "contactPoint": {
        "name": "Mark Stephens ",
        "email": "mark@metaprocurement.org"
      }
    },
    {
      "id": "GB-COH-13864148",
      "name": "Meta Procurement Ltd",
      "roles": [
        "procuringEntity"
      ],
      "address": {
        "region": "UKF14",
        "country": "GB",
        "locality": "Nottingham ",
        "postalCode": "NG7 1DE",
        "countryName": "United Kingdom",
        "streetAddress": "Peveril Drive "
      },
      "identifier": {
        "id": "13864148",
        "scheme": "GB-COH"
      },
      "roleDetails": "Procurement Partner",
      "contactPoint": {
        "name": "MARK STEPHENS",
        "email": "mark@metaprocurement.org",
        "telephone": "07973385737"
      }
    }
  ],
  "language": "en",
  "planning": {
    "documents": [
      {
        "id": "036222-2025",
        "url": "https://www.find-tender.service.gov.uk/Notice/036222-2025",
        "format": "text/html",
        "noticeType": "UK2",
        "description": "Preliminary market engagement notice on Find a Tender",
        "documentType": "marketEngagementNotice",
        "datePublished": "2025-06-30T16:13:22+01:00"
      }
    ],
    "milestones": [
      {
        "id": "engagement",
        "type": "engagement",
        "status": "scheduled",
        "dueDate": "2025-10-01T23:59:59+01:00",
        "description": "The timetable for Supplier’s responses to this RFI are set out below. Although Curo intend to achieve these deadlines we reserve the right to amend these dates at our sole discretion.\nStage \tDate\nPublication of RFI\t01/07/2025\nClarification Questions Deadline \t25/07/2025\nRFI Submission Closes\t31/07/2025\nFollowing the RFI deadline, Curo will be holding Engagement sessions that focus on specific business units or functions. We expect the engagement sessions to start w/c 4th August 2025 and to continue for 5 / 6 weeks.  We may combine several areas into one week.  The table below provides an indication of the proposed themes and focus areas.   \nTheme \tFocus Area \n1. Customer\tCRM, Complex Case Management inc complaints, Resident Portals(New & existing customers ), AI-based interactions,  Customer preferences.\n2. Tenancy & Housing\tLettings inc Allocations,  Onboarding.  Tenancy Management,  Rent & Service Charges inc Arrears, ,   Customer visits and resident engagement, Care & support\n3. Repairs & Scheduling\tReactive Repairs inc diagnostic, Work Orders, Job Scheduling, Contractor Portal, Rechargeable Repairs, Voids,  Planned Works\n4. Asset & Estate Management\tScheme hierarchy & attribute data, Management inc programme planning, performance,  Inspections.   contract management, Estates/Grounds Maintenance,  \n5. Property safety\tSafety and Compliance inc cyclical, remedial work, evidence. Inc Complex case inc no access, Scheme hierarchy & attribute data. \n6. Corporate Functions \tFinancial Reporting, Rent accounting,  Direct Debits, payroll, HR, L&D,  Integration potential\n7. Technical\tIT infrastructure (inc security, storage) integration, API,  workflow configuration, Data model, BI , EDM\nDates and timings of the engagement sessions will be shared with suppliers through the course of the RFI."
      }
    ]
  },
  "initiationType": "tender"
}