Ensure procurement and contract management resources can respond to the market changes anticipated. All the good work in market shaping could be seriously endangered without an effective Contract Management function. Consider:

• The early design and planning of the contract management function;
• The contract process - build in mechanisms to pass lessons forward; develop and monitor contract Key Performance Indicators;
• One manager per contract to facilitate its working;
• Planning the succession regime and develop additional contract managers.
  

Communications

You will develop the communications strategy to fit the characteristics of the stakeholders identified as playing a significant role in this market. Here we are looking closely at some of the lessons learnt when undertaking our own stakeholder intercept plans.

We have learnt that attempts to shape a market can lead to suspicion in a range of stakeholders. So you need to plan to keep stakeholders well informed since change will feed into more change - for both supply and demand sides.

Know how to generate interest - establish an effective means for supplier contact and early two-way communications. Keep the message simple and consistent so that you can develop the required trust between all parties. Some simple points to bear in mind:

• Be honest and open;
• Establish a mutual understanding on the seriousness of intentions;
• Deliver what you say you will;
• Take suppliers seriously;
• Show political will;
• Establish that you really have something for them to do;
• Identify a core group of industry representatives and communicate with them in a consistent and regular way throughout.

Creating the opportunities to talk

You will need to design events for engagement with suppliers according to what is to be achieved. You will also need to take into account the message, your audience and what you expect to get out of the event.

Suppliers appreciate the chance to have an input into the development of the marketplace - after all they have a key role in it. It is suggested you consider:

• Targeted workshops - for example, one market-shaping exercise had a "supplier day" for all interested suppliers. The departmental representatives provided intensive input during the morning sessions, and then withdrew to encourage the suppliers to discuss their options for meeting the requirement. This encouraged supplier exploration and the basis for a number of consortia to be formed.
• Supplier stakeholder forum - to offer information and to receive feedback.
• Reference groups - to explore particular issues related to the market and its capability to deliver to requirement.
• "Key event" days e.g. an Invitation to Tender day to discuss with suppliers the nature content and process to be used; or, a supplier day to issue information. 
• Selecting high-powered venues for high-powered people e.g. The Terrace at the House of Commons for CEOs and CFOs.
• Regular supplier meetings, say monthly, which are short and sharp dealing with one topic at a time and in which high-profile support is visible.
• Regular one-to-one meetings with strategic stakeholders.