Customer Engagement Platform (CEP) Framework
A practical guide to navigating the framework opportunity with Scottish Enterprise and securing your place.
Understand the Framework First
This isn't a contract for immediate work.
It's a framework.
A long-term agreement with Scottish Enterprise, worth £29,167,000 in total across four years.
Winning your place is the first step.
Once you're on it, you'll compete for specific projects through call-offs.
Some of these call-offs could last up to ten years.
That's what you're really aiming for — long-term partnerships.
Think Beyond the Platform
Yes, this is about a customer engagement platform.
But Scottish Enterprise and its partners are looking for more than just technology.
They want a partner who can deliver not just the platform, but also implementation and professional services.
If I were evaluating bids, I'd be looking for teams that demonstrate they can handle the whole package.
Pay Attention to What They Say
Scottish Enterprise is clear.
This framework is for "the provision of a customer engagement platform and associated implementation and professional services."
That means:
- A robust platform
- Seamless implementation
- Ongoing support and professional services
It's not just about the tech.
It's about how you make that tech work for them and their partners.
Show How You'll Handle Multiple Call-Offs
This framework covers Scottish Enterprise and named partner bodies.
That means multiple organisations, each with their own needs.
What I'd want to see is a clear plan for handling different call-offs.
How will you manage different timelines?
What about diverse requirements across organisations?
That's the kind of detail that sets bids apart.
Evidence Beats Promises
One thing I've learned is that claims don't carry as much weight as proof.
If you've successfully implemented similar platforms before, show it.
Use case studies.
Include client testimonials.
Evidence always beats promises.
Focus on Long-Term Consistency
This framework is set for four years, but call-offs can extend up to ten years.
That's a long time to maintain service quality.
I'd be looking for details on how you plan to ensure consistency.
Consider:
- Staff training and retention
- Regular performance reviews
- Quality assurance processes
These are the things that reassure buyers.
Direct Awards and Further Competitions
Once on the framework, you can win work through direct awards or further competitions.
Direct awards mean a buyer picks you without a further tender.
To be chosen, you need to be visible, reliable and well-priced.
Further competitions mean you'll compete against other framework suppliers.
Prepare to tailor your submissions to specific needs quickly.
Bid Strategically for Lots
The framework might be divided into lots.
If that's the case, focus on the areas where you can genuinely deliver.
Overreaching can dilute your strengths.
It's better to be outstanding in a few areas than average in many.
Managing Performance Over Time
Buyers want to know that you can deliver consistently over the framework's life.
Think about:
- How you'll manage resources
- Your response to unforeseen challenges
- The systems you'll use to monitor and report on performance
Consistency is key.
Common mistakes
Avoid submissions that:
- Focus solely on the technology without addressing implementation and services
- Lack evidence of past success in similar projects
- Overpromise without detailed delivery plans
- Ignore the needs of partner bodies beyond Scottish Enterprise
- Underestimate the importance of long-term performance management
- Fail to address how you'll handle multiple, diverse call-offs
My Final Thoughts
Scottish Enterprise is looking for a partner, not just a supplier.
They're investing £29,167,000 over the next four years and they need to know you can deliver the complete package.
Remember, this is a framework.
Winning a place is the first step, but the real work begins with securing those call-offs.
Quality will determine your success here, so focus on building a strong, evidence-backed submission.
Thanks for reading.
I hope this guide has helped make public procurement feel a little less daunting. If it has, then it's done its job.
P.S. Got a question?
If you've got a question about anything you've read, or you're stuck on a tender, just send me an email.
Whether it's a quick question or you simply need pointing in the right direction, I'm always happy to help if I can.
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Our guides are written using publicly available procurement information, including contract notices and published tender documents where available. They are designed to help suppliers understand the buyer's likely priorities and think more strategically about their approach. They are not based on any bidder's confidential submission, bespoke bid strategy or non-public procurement information.