We carried out an initial planning exercise, facilitating structured workshops to provide clarity on critical activities to support partner selection for both RfPs – establish key activities, timelines, milestones, resource needs mindful of internal cost challenges and key risks to successful delivery.
During this initial activity, it became clear that there was no ‘burning infrastructure platform’ meaning that more immediate focus and investment should be given to the application rather than infrastructure/service base. As a result, the approach was modified and we were asked to create the formal approach for the refresh and re-sign with Capgemini and, in parallel, undertake the preparatory actions for a ‘Go to Market’ exercise if required.
We engaged with the internal Matalan procurement team on the refresh and resign activity, working with them on requirements specification, scoring criteria and vendor communications through to evaluation and decision to appoint or ‘Go to Market’.
In parallel we began work on the essential pre–market engagement readiness activities prior to the release of an RFP including strategy, approach, vendor long list, evaluation criteria and selection panel.
