Situation

The Western Sydney Airport infrastructure program was ramping up. This was to ensure that the airport would be open on or before the forecast date by the Commonwealth Government. Amongst the other projects underway, Airservices Australia required the development of Western Sydney Airport’s Airside Aviation Rescue Fire Fighting (ARFF) Facility. 

Approach

Shane Lamont led the team engaged to deliver the Procurement strategy and infrastructure delivery support for the Western Sydney Airport ARFF facility. This required the assessment of the appropriate commercial model and joint venture opportunities. Our team worked with the Airservices team, the Western Sydney Airport team and the chosen partner to develop and deliver the program.
Key ARFF facility program procurement requirements:

- Program Procurement strategy that supported agile principles by enabling faster and “cleaner” approaches to market in the constrained timeframes for the project.

- EOI market engagement and industry briefing.

- Commercial model options development and evaluation.

- Identification of Joint Venture opportunities within the program

- Act as the engagement lead for Airservices in the interactions with the Western Sydney Airport Team and joint venture partners.

Outcome

The program delivered a joint venture partner to manage the construction of the ARFF Facility that targeted a 5 Star Green Star rating that will provide a Category 10 Service. With the work package also included the Airside Hot Fire Training Ground and associated facilities and civil works

Situation

Shane Lamont and Micheal Mallon were engaged by Airservices Australia to review existing procurement practices and to recommend changes to align with current Commonwealth Government procurement rules and guidelines.

Approach

Shane Lamont was the Project Executive and Micheal Mallon was Program Manager and lead the current state review. It became evident very early in the review that it would be simpler and more cost effective to implement a completely new procurement framework than to try to align the existing disparate documents.

The new framework included over 50 templates, guides and tools across Plan, Source and Manage. This included faamework guides, procurement strategies and plans, market approach documentation, contract management and supplier relationship management as wellas other stand-alone documents to support the process. It also required a re-write of the procurement manual.

Outcome

The outcomes provided Airservices Australia and end-to-end framework that was standardised across the organisation and compliant with the Commonwealth Government procurement rules and guidelines.

Situation

The Department had received a series of adverse ANAO (Audit) findings focused on how the Department procures and manages the delivery of goods and services. Procurement was decentralised within the Departmental pillars, whereas, the Strategic Procurement Branch role was purely advisory. 

Approach

Micheal Mallon conducted a procurement and contract management maturity assessment and developed the future-state procurement operating model and transformation program.

- Undertake voice of the business and stakeholder engagement

- Conduct the maturity assessment – Functional and Capability

- Develop and present operating model options and support the decision process

- Detail the preferred future-state operating model

- Develop the future-state, phased resourcing model with a 3-year cost breakdown

- Conduct a high-level spend analysis and identify the potential benefit profile ($144 – 228M)

- Create a Case for Change (program strategy) outlining what was identified and the key recommendations for remediation of the current-state and delivery of the future-state (66 key recommendations)

- Ensure alignment to the proposed SAP 4/HANA uplift program

- Develop a detailed scope confirmation tool and recommend transformation program plan

Outcome

The future-state operating model options delivered, along with the transformation roadmap and detailed plan. Currently awaiting funding approval for the SAP program (contracted) and the delivery of the Transformation program (contract option)