Delivering for our clients
Bid management and solution design
Working in partnership with our client to support the development and articulation of a comprehensive service delivery model
The client
50 Degrees has been supporting Sodexo, an award-winning, multi-billion-pound global organisation through a long-term partnership since 2018. Following several successful contract bid wins, working with its Justice division (HMP Altcourse - Prison Operator) and its PPS & Agencies division (HMRC - TFM Provider) we were engaged by Sodexo’s Health and Care segment to to support the development of a Soft Facilities Management (SFM) contract supporting East Suffolk and North Essex NHS Foundation Trust (ESNEFT) across a 5-year contract.
The challenge
ESNEFT were looking to build a long-term, strategic partnership with a new delivery provider to access high-quality, responsive Soft FM services e.g. cleaning, security, housekeeping, to create a more consistent, high-quality approach across its entire estate.
What we did
50 Degrees managed the end-to-end bid process from project inception to submission, including:
Solution design: working collaboratively with Sodexo SMEs to design all aspects of the solution, providing strategic challenge to drive innovation and value for money approaches across a range of health sector specific requirements e.g. portering
Bid Management: coordinating all bid writing, across multiple, detailed submission requirements coordinating activity with Sodexo counterparts, to develop a compelling, compliant proposal and associated commercial model.
Infographic development: working in partnership with TDL to develop an extensive bank of infographics and diagrams, embedded within the bid response, breaking down complex solution detail into readily understandable content that enhanced commissioner understanding e.g. work order processing; sensor technology; audit and assurance processes
Implementation solution: designing a segmented implementation strategy, accompanied by a detailed Project Management plan; key actions included staff transfer (TUPE), vetting, digital systems, culture development, and property management