LNER - London North Eastern Railway

LNER Digital Experience Strategic Evolution (including Station of the Future) 2

Incomplete applications

14
Incomplete applications
12 SME, 2 large

Completed applications

44
Completed applications
23 SME, 21 large
Important dates
Opportunity attribute name Opportunity attribute value
Published Wednesday 4 December 2019
Deadline for asking questions Wednesday 11 December 2019 at 11:59pm GMT
Closing date for applications Wednesday 18 December 2019 at 11:59pm GMT

Overview

Overview
Opportunity attribute name Opportunity attribute value
Summary of the work Digital Blueprints for 4x core areas of LNER Customer Journey and review of LNER Digital Framework, visualisation of the framework and advice on how to socialise to ensure internal adoption.
Latest start date Monday 20 January 2020
Expected contract length up to 3 months
Location No specific location, eg they can work remotely
Organisation the work is for LNER - London North Eastern Railway
Budget range

About the work

About the work
Opportunity attribute name Opportunity attribute value
Why the work is being done LNER has huge ambition to become an industry leader in digital and is investing heavily in the digital space. In January 2019 a new Digital Department was formed to deliver a transformed end to end digital experience driving market and revenue growth, brand awareness and advocacy for LNER.

In the UK Customer Satisfaction report Transport has the 2nd lowest Net Promoter score of all categories (Rail is among the lowest of the categories). LNER are bucking this trend slightly – scoring top performing long distance UK TOC (July 2019 UKCSI). We firmly believe our digital transformations can help improve this further, placing our ambitions as best in class in travel rather than against other rail operators.

Our Digital department is not just about our ‘website’ – but every digital touch point a customer/employee may have and our ambition is to move toward a truly joined up omni-channel experience. As part of this we will identify a flagship "Station of the Future" to significantly advance customer experience through application and trial of digital technologies across all touch points, stretching from gate lines, to information displays, to tools LNER staff have available to help customers.
Problem to be solved LNER have a high level Digital Framework in place. We are now looking for facilitation to formulate a detailed future digital vision in the form of a blueprint, and visual overview of how the whole digital narrative comes together to guide our post 2020 digital focus.

This requires Digital blueprints for 4x core areas of the LNER customer journey:
- Retail
- Journey Information (inc disruption)
- Onboard experience
- Station of the Future (will be a spin off project in its own right)

We are looking for visionary outputs of how technology can help to transform our experience.

Expected outputs of this activity:

-Facilitating workshops with stakeholders to document where LNER are now, and bring to life our 18 month overarching plan.

-Relevant competitor analysis.

-Produce Blueprints for what LNER's 2025 digital experience should look like in the 4x areas, setting a bold vision that our roadmap can work towards and including differences by customer personas.

-Review LNER's current digital framework (customer journey, principles, personas and user journey template) and advice on effectively socialising this framework to ensure it is being utilised daily across the Dept.

NB: prototypes and proof of concepts are out of scope of this proposal.
Who the users are and what they need to do The users of this piece of work will primarily be the Digital Department to inform direction of projects across multiple products and platforms, and informing key decisions and prioritisations across the Department to ensure we are building towards a robust digital future.

The outputs will also impact business plans for our Station, Operational, Customer Experience and People Deptartments.
Early market engagement
Any work that’s already been done Comprehensive and thoroughly researched end-to-end customer experience (produced in 2014).
Stakeholder-produced summary of customer and staff pain points
Ongoing research including:
Annual National Rail Passenger Survey (LNER customers)
Ongoing Net Advocacy Scores (LNER’s version of NPS)

Digital customer persona drafts (informed by multiple data sets)
18 month Customer Product roadmaps for Website, Mobile App, Retail Engine, In-station (inc Ticket Vending Machines,) Onboard (WiFi & Digital screens)

Digital vision video for 2020/21.

We are not seeking for this work to be recreated – rather we need facilitation to formulate all of this into our future vision alongside external visionary thinking.
Existing team The LNER Digital Experience Team will lead this project with engagement from Stakeholders across the business including our Customer Experience, Operational and Digtal & Innovation Departments.
Current phase Not applicable

Work setup

Work setup
Opportunity attribute name Opportunity attribute value
Address where the work will take place Work can be completed in the supplier offices with travel to LNER Head offices in Kings X London and York. Travel will also be required across the route as relevant for outputs or client engagement.
Working arrangements Working arrangements will be dependant on the suggested approach. We anticipate there to be Face to face workshops as required and Conference call updates at an agreed cadence.
Face to face workshops in the selected Flagship Station of choice will be required.
Security clearance

Additional information

Additional information
Opportunity attribute name Opportunity attribute value
Additional terms and conditions

Skills and experience

Buyers will use the essential and nice-to-have skills and experience to help them evaluate suppliers’ technical competence.

Skills and experience
Opportunity attribute name Opportunity attribute value
Essential skills and experience
  • Demonstrable experience of building Blueprints that were used to transform a business with clear benefits realised (1 mark)
  • Demonstrable experience of developing a strategy that was executed resulting in measurable business transformation (1 mark)
  • Demonstrable expertise of translating existing analytics, insights, user research and user journeys into a strategy supported with blueprints. (1 mark)
  • Demonstrable expertise in improving customer experience resulting in provable commercial benefits in an omnichannel environment. (1 mark)
  • In-house expertise of digital strategy, user experience, user research with team numbers and notable success stories. (1 mark)
  • Demonstratable experience of digital strategy for transportation or customer service focused (with physical environments and frontline teams) industry without the use of partners. (1 mark)
  • Demonstrable experience of understanding industry trends, art of the possible, horizon scanning. (1 mark)
Nice-to-have skills and experience
  • Demonstrable experience of disrupting an industry through innovation. (1 mark)
  • Experience of digital strategy or strategic blueprints for transportation industry or customer service focused (with physical environments and frontline teams). (1 mark)

How suppliers will be evaluated

All suppliers will be asked to provide a written proposal.

How suppliers will be evaluated
Opportunity attribute name Opportunity attribute value
How many suppliers to evaluate 6
Proposal criteria
  • Describe how you would approach the project, including how you would utilise existing assets and business knowledge and outputs
  • Create a delivery plan for the project, including estimated time frames for the work, milestones and any risks and dependencies
  • Provide 3 x Case studies maximum of similar and relevant outputs delivered for other clients (these should include physical experience design, and ideally customer service companies)
  • Describe your team set up and who would be responsible for delivering / overseeing the work
  • Describe any additional user research validation you think is required to deliver this project
  • Describe how you would rapidly deploy a team that is able to deliver quick wins
  • Provide a breakdown of costs by output, and provide tiered options in a gold / silver / bronze package
Cultural fit criteria
  • Demonstrate how you would work with us and our stakeholders in a transparent and collaborative way to achieve the desired outcomes
  • Your approach to embedding a team quickly within organisations with differing cultures
  • Evidence where status quo has been challenged resulting in forward thinking deliverables
  • Explain how your company values fit with LNERs values of "Be Bold, Own IT, Always Care, Bring Passion"
Payment approach Capped time and materials
Additional assessment methods
  • Case study
  • Work history
  • Presentation
Evaluation weighting

Technical competence

60%

Cultural fit

20%

Price

20%

Questions asked by suppliers

Questions asked by suppliers
Supplier question Buyer answer
1. Does the "2" in the title of this opportunity reflect that there are multiple opportunities/phases for this work, or is that a typo? Please disregard the “2”, there was a previously advertised opportunity that had been withdrawn due to errors within it, and which has been replaced with this current live opportunity.
2. Will there be a Q&A webinar session? No, all questions need to be submitted and will be responded to via the DOS framework.
3. Please expand on what you mean by "physical experience design"? Our end to end journey includes fundamental stages that are “at station” and “onboard” which include physical experiences for our customers including interacting with our teams. Our Digital experience needs to complement and enhance our physical experience so are asking for agency experience in delivering similar projects that encompass both digital online but also digital in “physical environments”
4. We note that prior work including vision, personas and roadmaps have been completed. Has an external supplier supported on these aspects? If so, who is the supplier to date? This work was supported by our existing retained Website Agency Amaze Realise.
5. We note that a previous contract was let for mobile development. How long will that contract last? How do you anticipate the interactions between this work and the other contract? This work is strategic design which should consider and make recommendations for digital potential across all channels available to LNER.
Recommendations from the blueprints will then be reviewed by LNER and plans put together either for POCs or implementation with existing or new suppliers as needed. Contract length not relevant to this current pitch.
6. You have not included any Budge Range in the overview. can you please provide some indication of what you are expecting? We have indicated all the research existing which we feel do not need to be repeated, and we have also indicated project length. As this a strategic piece of work which will then need associated business cases to deliver into reality, we would like agencies to respond with pricing based on the components requests, and with a tiered response.
7. Could you please advise the budget for this? Does this include Travel & expenses We have indicated all the LNER research existing which we feel does not need to be repeated and will create efficiencies in terms of the project, and we have also indicated project length which will impact the resource delivery of the project. It should be considered that this is a strategic piece of work which will then need associated business cases to deliver into reality we would like agencies to respond with pricing based on the component’s requests, and with a tiered response.
All travel and expenses should be detailed in the estimates provided.
8. Are you looking for visualisations similar to that included in DWP's 2020 Vision (https://www.slideshare.net/TheBCEye/business-continuity-in-dwp-forward-look-to-2020)? As per the brief the output we require is a deep dive blueprint on the customer journey based on the 4 key areas specified – this should reflect on differences by persona and by relevant channels. We are looking to be pushed in our ambition of where we should be headed in terms of our digital vision.
9. For horizon scanning, are you interested in business/marketplace trends and/or technical trends (tooling choices etc)? Both – we want to focus on areas that will drive the most impact to either the customer experience or business efficiencies and are very keen to learn from businesses that are leading the way in digital technology.
10. 'Any work that’s already been done' section you reference a number of tasks that have been completed. Would you be able to share these as part of this stage of the submission? These outputs in full will be shared with the selected supplier on contract award. More information can be made available to shortlisted suppliers to aid submission.
11. Under 'How suppliers will be evaluated' you mention that
"All suppliers will be asked to provide a written proposal".

What is the intended submission deadlines for these written proposals if successfully shortlisted?
We plan to invite shortlisted suppliers to submit proposals via the Proactis E-tendering portal by 8 January 2020 17:00 and to face to face presentations in King’s X on 9-10 January 2020.

We reserve the right to change these dates to a later date/time if circumstances necessitate a change.
12. Are you looking for only one example for each requirement, or can we provide more if we feel it better answers the question? Suppliers are required to provide one example for each ‘skills and experience’ requirement. You can provide further examples if you wish, but this should not exceed more than 3 per requirement.

Suppliers can reuse examples across different skills and experience requirements.
13. You reference that the requirement is for Digital blueprints for 4x core areas of the LNER customer journey, which includes Retail. Is this just ticket sales or does it include retailers within the stations as well? "This includes all channels of owned LNER travel ticket retail including:

LNER website and mobile app

LNER ticket vending machines at stations

LNER ticket offices at stations

We are also happy for agencies to consider Station car parking (in owned LNER station car parks).

NB this excludes Station retailers such as food and drink outlets who are managed by our Property team at LNER owned stations on a rental basis only.

If agencies have ideas for other retail elements relevant to the LNER service we would be interested to hear. "
14. Do you expect only one example in each answer or can we provide more? "
Suppliers are required to provide one example for each ‘skills and experience’ requirement. You can provide further examples if you wish, but this should not exceed more than 3 per requirement.

Suppliers can reuse examples across different skills and experience requirements.
15. What roles are you expecting suppliers to provide? In addition, are you expecting all roles to have the ability to be full time? Specific roles and the hours/duration they spend on this project should be provided in the response. Not all roles need to be full time.
16. Are you able to recruit and provide access to users for the purpose of user research? We will provide access to LNER employees, customers and non-customers where possible with support of our Research team. Any additional recruitment costs need will be dealt with separate to the budget you provide.
17. Has the requirements and work has been fully defined, bounded and prioritised? The work is as per the brief issued - this is a strategic piece of work so the prioritisaion will come once we have the strategic outputs as this will then hit the delivery programme.
18. Will you be able to organise access to stakeholders throughout the project? Yes LNER will facilitate discussions with relevant stakeholders
19. For the first evaluation round (evidence), what would you expect to see from an answer for it to be deemed 'exceeding' and score 3 marks? The shortlisting process will be carried out in accordance with the published framework guidance: https://www.gov.uk/guidance/how-to-shortlist-digital-outcomes-and-specialists-suppliers.
20. Do you have any preference between public sector or private sector examples? Or will both be treated equally as long as they are relevant to the question? There is no preference between the two, as long as the example is relevant.
21. Do you require one example per question to be cited, or is it acceptable to include multiple examples for a single question? Some of the questions, in particular “Demonstrable experience of disrupting an industry through innovation”, would require more than one example to demonstrate (in this case) industry breadth. "
Suppliers are required to provide one example for each ‘skills and experience’ requirement. You can provide further examples if you wish, but this should not exceed more than 3 per requirement.

Suppliers can reuse examples across different skills and experience requirements. "
22. Blueprints are mentioned extensively in your published requirements. Please could you define your expectation of what a blueprint should comprise? A link to a few examples would be helpful "Agencies are asked to provide examples of what they belive a good digital blueprint to be. We expect these to consider elements such as:
Understanding of the customer
Relatability to customer pain points
Visionary and ambitious thinking
A clear view on how technology will play a role - and how the journey links end to end
23. On question “Demonstrable expertise in improving customer experience resulting in provable commercial benefits in an omnichannel environment”, please could you define the scope of “omnichannel” in this context? Do you simply mean a combination of digital and physical channels? In this context omnichannel is defined LNER digital products such as LNER website, app, Ticket Vending Machines, Station screens - but also other digital channels that we have not yet considered so omni-channel pertains to the fact that we are agnostic to how a future digital solution could be delivered channel wise
24. On question “In-house expertise of digital strategy, user experience, user research with team numbers and notable success stories”, please could you confirm what you mean by “team numbers”? Are you seeking to see evidence of delivery with a minimum team size, and if so, how many team members or something else? "team numbers" relates to the number of people in your agency who deliver "user research"
25. On question “Demonstratable experience of digital strategy for transportation or customer service focused (with physical environments and frontline teams) industry without the use of partners”, do you have a preference for transportation or customer service examples? There is no preference between the two, as long as the example is relevant.
26. Under section “Any work that’s already been done”, you state “We are not seeking for this work to be recreated – rather we need facilitation to formulate all of this into our future vision alongside external visionary thinking.” Are you looking for any of these outputs to be revalidated? E.g. the end-to-end customer experience produced in 2014 may require updating. Or are you seeking suppliers to work with current inputs as they are considered to be fit-for-purpose, complete and up-to-date, with “facilitated workshops with stakeholders” (as stated under “problem to be solved”) to progress how they are shaped into Blueprints? We would expect the supplier to work with current inputs, but would be open to hearing where its felt information was lacking or improvements recommended.
27. Under 'How suppliers will be evaluated' you mention that
"All suppliers will be asked to provide a written proposal".
What is the intended submission deadlines for these written proposals if successfully shortlisted?
We plan to invite shortlisted suppliers to submit proposals via the Proactis E-tendering portal by 8 January 2020 17:00 and to face to face presentations in King’s X on 9-10 January 2020.

We reserve the right to change these dates to a later date/time if circumstances necessitate a change. "
28. We understand that answers to the nine questions under ""skills and experience"" are due on the 18th.
Is the written proposal including Proposal criteria, Cultural fit criteria, Payment approach also due on 18th Dec?
The shortlisting process will be carried out in accordance with the published framework guidance: https://www.gov.uk/guidance/how-to-shortlist-digital-outcomes-and-specialists-suppliers.
Only shortlisted suppliers will be invited to submit a written proposal and additional requested supporting documents as outlined in the advert.
29. We have deep experience in a variety of blueprint approaches; each differs in what it achieves. What are the core things you would like to see conveyed in a blueprint? Understanding of the customer
Relatability to customer pain points
Visionary and ambitious thinking
A clear view on how technology will play a role - and how the journey links end to end.
30. "One of the listed requirements is: ""In-house expertise of digital strategy, user experience, user research with team numbers and notable success stories.""
It is also stated that each requirement should be met by providing ""one example"". However, we assume for this particular question, you are looking for a general description of our team and a few success stories, rather than ""one example"", as we've supplied for every other requirement? Thank you for clarifying.
The example provided for this requirement should demonstrate delivery skills in each of these areas. Suppliers are required to provide one example for each ‘skills and experience’ requirement. You can provide further examples if you wish, but this should not exceed more than 3 per requirement.

Suppliers can reuse examples across different skills and experience requirements.
31. What is the budget range for this opportunity? We have indicated all the research existing which we feel does not need to be repeated, and we have also indicated project length. As this a strategic piece of work which will then need associated business cases to deliver into reality, we would like agencies to respond with pricing based on the components requests, and with a tiered response.
32. What does LNER want to achieve within their 18 month overarching plan? How are you measuring success? 18 month roadmaps will be shared with successful agencies. Purpose of this pitch is to define an ambitious future vision for the 4 areas requested.
33. Should the spin off project of the 'station of the future' be included in the scope of services being responded to? The Station of the Future is one of the blueprints requested so should be costed in that manner - dependant on what the blueprints recommend Station of the Future will then commence a programme of POCs which will be led internally - potentially with agency support as required.
34. Does LNER have a digital strategy? If so, will this be made available to the successful bidder when commencing the work? We will share the digital strategy in its current format and all relevant associated documents with the successful bidder
35. How are all required changes to technology being delivered? Is this as part of your product road maps? Or is it within a separate workstream? Yes as part of product roadmaps or as part of our Digital programme with a Digital owner assigned
36. The comprehensive and thoroughly researched end-to-end customer experience that was produced in 2014, would you consider it important to refresh any of this work due to changing market and customer expectations? A full refresh of this work is not required at this stage as the outputs were very much related to the customer journey and pain points, which has not fundamentally changed although improvements have been made in certain stages of the journey satisfaction. Yes there is a changing market and customer expectations which should be reflected in the blueprints - but fundamentally these will still be based on the foundations of what we have in regard to the "problems we are trying to solve".
37. Have you developed any prototypes, or high level wireframes in regard to the Digital transformation or the the station of the future so far No, the station of the future programme is in its infancy although there have been supplier discussions on station based projects that would wrapper into this wider project once kicked off (such as the future of gatelines)
38. • What progress has been made with regards to projects and initiatives in transforming the end to end digital experience across all touchpoints?
• How are you currently measuring success of these initiatives, are there any KPIs or benefits tracking in place?
• You reference ‘staff’ in the brief – is this just LNER or does this include retailers, station staff, or other third parties?
• What’s the current level of uptake/utilisation of the digital framework by LNER staff?
• Who do you define as your customers that would be in the scope for the Digital Blueprints?
".. We are progressing well against our digital programme of projects with many landing in 2019 and on track to land in 2020. We also have a full pipeline of project initiatives to kick off in 2020.
...Success of initiatives is unique to each project. The key driver is an improved experience for our customers and employees.
.. We are only referencing LNER employees
.. This is a new framework so utlisation is in its infancy and being led by the Digital & Innovation Dept
.. all customers that travel with LNER whether direct or indirect bookers"
39. Can you please clarify if stakeholders were involved in the overall digital framework previously? What’s their knowledge on the existing materials to be leveraged? The LNER Digital Framework had input from every department across the business, and stakeholders involved in this process will have a good understanding of the existing materials - although wider business employees will not have detailed knowledge but will be subject matter experts in their areas.
40. Can you please give us a sense of the overall numbers and make-up of department stakeholders available to us for workshops? This would be dependent on the suggested proposal and we would work with the selected supplier to facilitate appropriate workshops and stakeholder needs once appointed. LNER is made up of 7 Departments:
Customer Experience (which includes stations and onboard)
People
Digital & Innovation
Commercial
Finance (includes IT)
Operations (includes safety and train performance)
Engineering
41. Would it possible to involve LNER customers in one or more workshops? Yes, we would expect both customers and LNER employees to be involved in workshops. Suggestions for this should be included within your proposal under "additional research" suggestions.
42. Could you please clarify if there is any existing vision or documentation focused on the Station of the Future? There is no existing blueprint vision for Station of the Future although some projects have commenced internally that would be part of this vision (eg the future of gatelines) - these will be shared with the successful agency. Station of the Future in its totality is a new project which will fall out of the blueprint work.
43. When you mention Retail, can we assume that this is the purchasing of services from LNER via its website, kiosk and App? Are there any other touchpoints we would need to consider? This includes all channels of owned LNER travel ticket retail including:

LNER website and mobile app

LNER ticket vending machines at stations

LNER ticket offices at stations

We are also happy for agencies to consider Station car parking (in owned LNER station car parks).

NB this excludes Station retailers such as food and drink outlets who are managed by our Property team at LNER owned stations on a rental basis only.

If agencies have ideas for other retail elements relevant to the LNER service we would be interested to hear.
44. Can you please give a little more detail around the pitch/award process? E.g will you be shortlisting vendors down for a presentation stage, and if so do you have timings in mind? "We plan to invite shortlisted suppliers to submit proposals via the Proactis E-tendering portal by 8 January 2020 17:00 and to face to face presentations in King’s X on 9-10 January 2020.

We reserve the right to change these dates to a later date/time if circumstances necessitate a change.

The shortlisting process will be carried out in accordance with the published framework guidance: https://www.gov.uk/guidance/how-to-shortlist-digital-outcomes-and-specialists-suppliers.
45. Is business casing a requirement of the consultancy or will this be done internally? Business casing support may be required but the business case process will be managed internally.
46. Will the roles of paid, owned and earned channels expected to be considered equally when developing the final recommendations? Yes
47. Are any (major) technical or regulatory changes planned or expected that would impact LNER and the four key journeys between 2020 and 2025? Not that we are currently aware of
48. You've said that LNER has huge ambition to become an 'industry leader' – what in principle would represent market leadership? (as a brand and considering the 4 journeys) In this instance, our ambition is for LNER to offer the best experience for customers that book direct, customers that book through a third party, and LNER employees
49. Which stakeholders and departments would need to be involved in the project? Which roles would be involved in the day-to-day? Who would the decision makers be? This project is being run by the Digital & Innovation team, but we envisage almost every department at LNER being involved in making this a success.
50. Whilst prototypes and proof of concepts are out of scope it would be useful to understand your ecosystem of platforms and services as we develop the blueprints – could this detail be shared? It is not possible to share them at this stage, but may be made available at the shortlisting stage
51. Will the product road maps need to be updated/impacted as part of this work? These roadmaps will not need to be updated as part of this tender
52. Under clarification question 10 you responded “These outputs in full will be shared with the selected supplier on contract award. More information can be made available to shortlisted suppliers to aid submission.”. Would you prepared to release these in full to shortlisted suppliers so they can provide a fully informed response to proposal criteria question “Describe any additional user research validation you think is required to deliver this project”? Sharing these outputs in full at shortlist stage would also ensure a level playing field with tWebsite Agency Amaze Realise, who would otherwise have access to more information than other suppliers. LNER will undertake necessary steps to ensure a level playing field between all shortlisted candidates, and that no shortlisted candidate has an unfair advantage over another.
53. Can you clarify what needs to be completed by 18/12. Is it both the online 'evidence' form (technical skills and experience) as well as the written proposal? The shortlisting process will be carried out according to the published guidelines: https://www.gov.uk/guidance/how-to-shortlist-digital-outcomes-and-specialists-suppliers.

We plan to invite shortlisted suppliers to submit proposals via the Proactis E-tendering portal by 8 January 2020 17:00 and to face to face presentations in King’s X on 9-10 January 2020.

We reserve the right to change these dates to a later date/time if circumstances necessitate a change.
54. Will your Product Owner be allocated full time to this project? There will be various product owners involved as this touches multi-channel. The Digital Experience team will lead this project - with the Digital Innovation & Research Manager being the key point of contact.
55. Would this piece of work be working alongside other third parties/partners or primarily with LNER stakeholders? We anticipate that this will primarily be with LNER stakeholders although agencies may choose to liaise with 3rd parties in order to really push the future vision and potential of what technologies are in the market
56. Have you had any follow-up sessions since the end-to-end customer experience research produced in 2014? Follow up sessions have taken place with internal stakeholders and the insight continues to be verified through regular customer surveys.
57. What stage of development is the Digital Framework and 18 month overarching plan currently at? A basic framework is in place with a mission, goals, and design principles. There is also a delivery pipeline in place for the next 12 months, and 18 month Roadmaps for each of our key products. We want the blueprints to take us beyond this to start informing where our digital attention should be turning.
58. The brief says you have so far developed personas, principles, journeys and product roadmaps. Does a detailed service blueprint of the current experience exist (including 'back stage' operations) that could be made available? Only the documents listed exist, there is no existing detailed service blueprint
59. Will the technical and / or organisational feasibility of the final recommendations expected to be fully assessed? Should this consider possible commercial benefits such as revenue and efficiencies? We are happy for bidders to suggest how in-depth final recommendations need to be fully assessed and the rationale behind the decision.
60. In order to compare suppliers like for like, how will price be evaluated: will you be evaluating by the total price, rate card or both? How do you ensure that you are completing a genuine value for money comparison rather than just a rate card comparison? The payment approach to this opportunity is capped time and materials.
The financial evaluation model will be shared with all shortlisted suppliers, at the point in time that they will be invited to submit their proposal.
Proposals will be evaluated on the technical, cultural fit and financial criteria and respective weightings that have been published.
61. Will the scores from the evidencing round be taken through to final evaluation? Or will they only be used for the purposes of shortlisting suppliers? Evaluation will be carried out in accordance with the guidance published by CCS:

https://www.gov.uk/guidance/how-to-evaluate-digital-outcomes-and-specialists-suppliers#what-you-can-evaluate-on
62. To what extent (if at all) will the delivery of this engagement be aligned to the Service Manual https://www.gov.uk/service-manual and associated GDS assessments? LNER is classified as a public corporation so is out of scope of Cabinet Office/GDS expenditure controls.
63. Please can you share a procurement timetable outlining steps (which would typically include evidence response evaluation, shortlisting of suppliers for next stage, preparation of supplier proposals, evaluation of supplier proposals, announcement of successful supplier, contract completion, contract signatures, commence work), bearing in mind the dates published on the contract notice: evidence submission on 18th December and commencing work on 20th January? We plan to invite shortlisted suppliers to submit proposals via the Proactis E-tendering portal by 8 January 2020 17:00 and to face to face presentations in King’s X on 9-10 January 2020. The award decision will be made and communicated in the following week and the latest work commencement date reflects the need for work to commence as soon as possible after the award.

We reserve the right to change these dates to a later date/time if circumstances necessitate a change.
64. Question 6 and 9 are very similar, can you explain what additional info you are looking for in question 9? We believe this question refers to the skills and experience criteria: 6 (essential) and 9 (nice to have) read very similar, the supplier wants to know what the difference is between the two:

Requirement 6 (essential) refers to an example with tangible results/outcomes that improve business and/or customer experience, whereas in Requirement 9 (nice to have) it can be softer examples where a project was delivered but no results were quantified