Logistics Services for NHSBT

Description

NHS Blood and Transplant (NHSBT) is undertaking preliminary market engagement to inform its procurement and commercial strategy for future logistics services, including courier transport and associated logistics requirements supporting NHSBT’s supply chain. This engagement forms part of NHSBT’s wider market engagement and commercial planning for future logistics services and is intended to further inform the scope, delivery model and procurement approach for any future opportunity. This engagement is intended to help inform the shape of the opportunity and should not be taken to indicate that NHSBT has selected any particular solution, structure or supplier approach. NHSBT currently supports inhouse fleet with a multi-supplier model for courier logistics services, with separate contracts and arrangements supporting the collection, transport and delivery of blood and blood components, plasma, organs, tissues, samples, clinical materials and associated support functions. This varied approach has opportunities to improve: • co-ordination and integration across courier operations; • resilience in some services or locations; • service levels; • reporting and performance monitoring; NHSBT is considering future delivery model options in order to support: • improved operational efficiency and resilience through greater co-ordination across NHSBT fleet and third-party logistics services; • an enhanced solution for dynamic planning across all operations; • consistent service standards across courier operations and locations; • simplified governance and accountability; • enhanced data visibility and performance insight; and • improved value for money through a more co-ordinated and effective service approach. The purpose of this preliminary market engagement is to: • provide background and context to the proposed procurement; • test the proposed scope and potential delivery model options; • better understand market capability, capacity and key risks; • understand potential mobilisation timetable from potential suppliers to ensure the estimated procurement timetable is realistic and to minimise transition risk; • obtain supplier insight on operating models, service integration, mobilisation, resilience, transport planning solutions including dynamic planning, data visibility, governance, commercial arrangements and performance management; and • inform NHSBT’s future commercial strategy and procurement approach. Areas which may be in scope for discussion as part of this engagement include: • scheduled and ad hoc transport; • courier and urgent response services; • specialist clinical logistics; • national and/or regional courier logistics; • control tower, visibility and booking systems; • contingency for “shock” events; • mobilisation, continuity and service resilience; and • 3rd party storage and warehousing to support inhouse provision.

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