Supply Chain


Bowmer & Kirkland believe that by working with our suppliers and sub-contractors in a common way across our business we will be able to deliver added value to our Clients.

In the first instance, we would categories our sub-contractors and suppliers into the following:

Strategic Alliances - the top grouping for the relatively few sub-contractors and suppliers who demonstrate exceptional performance or provide Bowmer & Kirkland with a real competitive advantage through a close business relationship

Preferred sub-contractors and suppliers selected as the best performers by each Division. They are given a high level of repeat business and for whom the overall relationship is well managed

Accredited subcontractors, other than the Strategic Alliance and Preferred, who are on the Company’s database.

The objectives of the supply chain are twofold:

At project level it is to collaboratively work with our team and the Client to derive optimum solutions, irrespective of whether the solution will derive short-term work for that particular supplier.

At strategic level it is to research and develop best practice as part of a wider Bowmer & Kirkland supplier forum.

Management of the supply chain has two distinct stages:

At operational level, Bowmer & Kirkland place a strong emphasis of continuity of management through all stages of a project’s life. This helps to engender a single point of contact who know the project intimately and who are able to work together on a long-term basis to derive a synergistic relationship.

At strategic level of management each party will set down their expectations and obligations as part of the long-term commitment. It is intended that through strategic management of the supply chain that trends and best practice can be captured and disseminated on more than just a project level.

The benefits generated are:

Added value for client
Costs of sales reduced
Opportunities for innovation
Certainty of cost and performance