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 !rst 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 is 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 bene!ts generated are:

. Added value for client

. Costs of sales reduced

. Opportunities for innovation

. Certainty of cost and performance