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| 04.PR003 Completing FPAL Performance Review |
1.1 Request to undertake FPAL Performance Feedback with client
I/P from Feedback from client. If client is not Achilles FPAL registered, the FPAL HOW TO GUIDE should be read in conjunction with this process. This can be downloaded from the FPAL website. |
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1.2 Client accepts request for Performance Feedback
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1.3 Determine if performance will be reviewed at a face-to-face meeting
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1.4 Determine if data will be submitted online
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1.5 Agree key review dates and if supporting information will be required by client
Supporting information may be:
1. Copies of reports
2. Feedback gained from offshore personnel
Key dates may include:
1. Date draft forms to be submitted to client
2. Date for meeting or review completion
3. Date for submission of forms to FPAL |
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1.6 Log FPAL meeting date
Complete FPAL meeting date field in feedback tab of the selected opportunity in ERP |
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2.3 Describe the work undertaken
Complete the Product/Service section of the form with a description of the work undertaken |
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3.2 Complete buyer details
Enter buyer name, division/business unit and location where known |
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3.3 Complete Product/Service details
Complete the product/service details - this should reflect the information previously completed on Report 1 |
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3.4 Complete the area of work
Tick the box that best represents the area of work being assessed |
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3.5 Complete the supplier contact details
Complete the supplier contact details on the form. |
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3.6 Submit Report 1 and Report 3 forms to client
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4.1 Discuss and compile informaiton on the job in preparation for the meeting
Prepare the necessary information for the meeting. This should include as a minimum:
1. A copy of the PDP - remember this is a confidential Metron document and should not necessarily be shared with the client.
2. A list of those involved with the project
3. A list of any specific issues caused by the client or Metron during the works (discuss with Ops Co or Manager)
4. A review of commercial success of project - was it on budget.
5. Was project delivered on time?
6. A list of any feedback or anecdotal evidence on success or otherwise of delivery.7. Any VOR's. |
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5.1 Review supplier performance
Review and agree all supplier performance elements with the client.
This should ideally be done at a face-to-face meeting. However, the client may choose to do via skype/phone or complete offline and send Metron the completed forms. Complete prepared paper form or directly online as agreed with client.
Only assess areas for which you are able to comment/make a judgement. Contact others if you need further information. |
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6.1 Review the buyer performance
Review and agree all buyer performance elements with the client.
This can be confidential to Metron, however, only with MD & KAM approval should buyer feedback be submitted without discussion with the client. |
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6.2 Complete buyer performance report
Submit the online version or Metron to sign paper copies |
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6.4 Advise client of Metron process
If any negative or improvement opportunities are evident, communicate to the client that an NC/IO will be created and results communicated to the client upon completion. |
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7.2 Agree responsible person to submit the forms to FPAL
This should ideally be Metron to ensure we have visibility of completion |
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| 04.PR005 Qualification |
1.1 Qualify Lead
The input to this process is 00.PR001 Core Process
Ascertain the below information. If further technical information is required, create a task for Sales - Non Sales Resource in ERP and notify the Operations Manager this has been done.
Tasks will then be allocated to the relevant engineer by the Operations Manager. Upon completion of tasks the engineer must log a note on the Opportunity and save any information collated in the relevant project folder on the operations drive.
Update the Internal Notes tab on ERP with the following information, including headings:
A. Problem: Identify the issue e.g. Protection system does not operate correctly.
B. Functional Requirements: List what the product or service must achieve
C. Specific Requirements:
Sales Photos
Case Study
Invoice Review
Witness FAT
Branding Requirements
Packaging Requirements
List any requirements over and above those to meet the functional requirements e.g. witness FAT, specific client standards (Shell DEPs etc), specific component manufacturer required, specific colour etc.
D. Additional Comments: List any further relevant information not already identified about the product/service
E. External Deliverables: List of clearly defined item/objectives and date. It can reference specific elements of the functional or specific requirements or may just be the date for completion of the entire scope e.g. delivery to client of completed product
F. Internal Deliverables: List any internal deliverables that may be required e.g. video of operating unit for marketing purposes etc
G. Stakeholders & Interface Controls:
List all stakeholders in the project. This should include:
Name
Job title
Project role e.g. contract sponsor, buyer etc
Interface requirements e.g. discuss all logistics and PO related enquiries only, no contact without KAM approval
Note: Stakeholder should consider any interested party in the opportunity i.e. "person or organisation that can affect, be affected by, or perceive itself to be affected by a decision or activity" related to the opportunity/project.
H. Related Projects: List any related projects that may be useful for the operations team to be aware of.
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1.3 Complete Plan for Profit
Complete the Plan for Profit tab, which must include the last updated date, key objectives to be met to secure work & estimated time to complete;
E.g.
Last updated dd.mm.yy
Confirm requirements with client (xxdays)
Create and send quote (xxdays)
Deliver onshore work (xxdays/weeks)
Deliver offshore work (xxdays/weeks)
Invoice & close out (xxdays)
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| 04.PR006 Bid Preparation |
1.3 Prepare Quote
Prepare the quotation in the company finance package using the information from the CTR tab on ERP and append to the proposal document as a pdf if a proposal document is to be included. This should be completed with the formal quote on the last of any pages.
PDFs should be created in a single page view, fitted to page for ease of viewing.
In addition to the standard quote information from the finance package, all quotes prepared shall include:
1. Total price
2. Delivery date of service completion
3. Invoice terms (if different to invoice 100% on completion of works)
4. Any other relevant information e.g. refurbished components
These should be included in notes on the formal quote from the finance package.
Upload completed quote to the designated opportunity folder on the Sales Management site on Share |
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1.4 Submit Quote
Key Account Manager or nominated individual submits quote to client informing Sales.
All quotes should be either:
1. Sent by the nominated Metron staff member copying sales
2. Sent by the nominated Metron staff member and the email subsequently forwarded to sales
3. Sent from the sales email address CC'ing sales so there is a record for the remainder of the business with the name of the individual sending from sales clearly identified on the sales email or CC'ing the personal email address of the Metron staff member sending.
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1.5 Update Invoice tab
Update all fields on the invoice tab on ERP.
Add the total amount to be invoiced, and a separate line for additional costs (negative number). i.e. not including staff salaries - only overtime costs and materials.
Update total value and probability field.
Update the date in expected closing to the date of the first invoice.
Inform the Qualification Engineer that the Bid Preparation has been completed.
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| 04.PR007 Awaiting Award |
1.2 Record Bid Decision
If PO/SO is received from client, Upload PO details onto ERP and Share. Update fields in ERP. If the PO/SO is not sent directly to the sales email, forward the email to sales.
If the bid is rejected outright, the project moves to the 'Cancelled - Client' stage. A note should be logged confirming reason and any other information if known.
IMPORTANT - Contact KAM and/or Salesperson to determine urgency, if required. Log a note to state this is done (e.g.. discussed with KAM - URGENT. Deadline dd.mm.yyyy).
If any changes have been observed, update the Next Action and Expected Closing dates with the date of expected mobilisation, if applicable, or start date for commencement of the project, and expected delivery deadline.
Log a note under the Next Action date to state whether this is a confirmed or unconfirmed date.
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1.4 Check all information on ERP is complete
Check the following information/fields are completed prior to moving the opportunity to the planning stage:
1. Bid Handover information
2. Next Action and Expected Closing Dates
3. Categories and FPAL categories
4. CTR & Budget information
5. Invoice tab
If anything is missing, inform the Internal Sales Manager verbally, and do not accept. Log a task for the Internal Sales Manager explaining what is missing.
If the opportunity is for a client contract, inform the Key Account Manager who will then complete the contract initial set up process. |
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1.5 Move to Planning & Inform Operations
Move the opportunity to the planning stage in ERP.
Confirm receipt of PO to client.
Notify Operations via email to Operations@Metrongroup.co.uk
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| 04.PR008 Invoicing and Closing Out |
1.1 Check and update systems
- Check all project documentation is complete, as per the PDP
- Check Share to ensure all issued documents have been uploaded to the project site
- Check document register to ensure there are no documents left in draft for the project
- Check any mobilisations in ERP to ensure dates are correct - check against offshore timesheets if unsure
- Check all tasks are completed in the project and move the project to closed. Any remaining tasks must be completed before the project can be close out.
- If equipment was sent offshore, ensure all mobilisation records have been uploaded to the system, the asset register is up to date and all equipment has been returned.
- If any deliveries were made for the project, ensure all delivery notes and photos have been uploaded to the system |
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1.3 Project team feedback
Record any formal or informal feedback from the project team. Log a summary as a note against the opportunity. If there are any key points for concern, discuss with the Operations manager. |
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1.4 Client Feedback
Record any formal or informal client feedback received and/or requested on the client feedback tab of the opportunity on ERP. |
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| 04.PR009 Feedback from Client |
1.1 Identify method of feedback
I/P from
04.PR005 Qualification
04.PR006 Bid Preparation
04.PR007 Awaiting Award
04.PR008 Invoicing and Closing Out
Identify how feedback should be obtained from client. FPAL shall be the preferred method.If completing FPAL review, go to Completing FPAL Performance Review Process Feedback can be sought by a number of means. FPAL performance reviews are the preferred method.Clients do not need to be Achilles FPAL registered to perform an FPAL perforamance feedback reviewFeedback requests to clients of any kind should always be discussed prior to issue of any forms/paperwork
If feedback is provided by clients without request and they do not wish to use FPAL, the process should be followed as if the client had been requested for feedback. |
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2.2 Add feedback subject
If using FPAL use "FPAL Performance Review" as subject line, otherwise use a concise but unambiguous description |
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2.3 Complete responsible person
Select responsible person - this would typically be the KAM |
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2.5 Select the deadline for completion
Select the deadline for completion of the review which includes the uploading of the completed forms to FPAL. |
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2.7 Select the client who is managing the feedback
Select the client (name of person) in the Partner section of the Feedback Reporter tab |
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2.9 Select the partner for whom the work was delivered
Select Partner in the Reference dropdown
Select the partner in the dropdown (company not individual) |
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5.1 Complete the feedback type in ERP
Open the feedback form previously completed in ERP
Update the feedback type to Positive, Neutral or Negative as appropriate.
For FPAL review, any average above 60% with no single score less than 5 is positive.
Any average between 50% and 60% with no score below 5 is considered neutral.
Any average score below 50% average or with any individual score below 5 is considered negative.
For all others an assessment of the scoring/comments should be made, and judgement applied. Feedback type may be changed from positive to negative or vice versa if it is clear this is the intention of the client from comments. A note should be added to the Feedback/Action Description field to this effect in this case. |
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6.1 Complete NC/IO if necessary
If there were any negative or areas for improvement, an NC/IO should be completed. Add a note stating the NC/IO number if one is raised |
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6.2 Communicate outcome of NC/IO to client
The NC/IO outcome should be completed.
If, following review of the NC/IO, it is going to take more than 2 weeks to complete, the fact that we are putting NC/IO in process and expected completion (if known) should be communicated to the client. The final outcome should also be communicated to the client. |
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| 04.PR010 Sales Oversight |
1.5 Weekly review project delivery schedules
Check with the Operations Manager to ensure all projects in Planning & Project Delivery stages are on track for delivery.
Discuss the upcoming pipeline to allow operations to allocate resources accordingly. Any resourcing issues to be discussed with the relevant Key Account Managers and/or Business Development Director to resolve.
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| 04.PR011 Client Contract Initial Setup |
1.1 Set up client contract site on share
The I/P to this process is from a need to set up a client contract.
In the Contracts site on share, create a new folder for the relevant client in the client folder, if one does not already exist.
Create another folder for storing the contract, within the client folder entitled
<Client Name> <Contract Number/Reference> <Name of Contract> <start date yyyy.mm.dd> - <end date yyyy.mm.dd> |
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1.2 Save Contract & NDA
Create another folder for storing the contract, within the client folder entitled
<Client Name> <Contract Number/Reference> <Name of Contract> <start date yyyy.mm.dd> - <end date yyyy.mm.dd>
Save the signed pdf copy of the contract in this folder.
If the client has also requested an NDA be completed, store the signed pdf copy of the NDA in the NDA's folder on share with the name <yyyy.mm.dd> <Client Name> <NDA> |
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1.3 Create Personnel Organisation List
Create a personnel organisation chart using excel for all stakeholders involved in the contract, for both Metron & the client, detailing their name, job title, which company/asset/division they are part of and who they report to, if applicable.
Import the excel template into Visio and upload to the specific contract on the Contracts site on share.
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1.4 Create Contract site on ERP
Create a contract site in the Contracts area of the sales module on ERP.
Account/Contract name to be created as: <Client Contract: <Client Name> <Contract Name> <Contract Number>
The following fields must be completed:
Client: Link to client on ERP. If Client is not in the system refer to the below ERP User Guide - Creating New Customer and Contact.
Account Manager: Name of the Metron contract manager
Start and End Date: As per contract
Terms and Conditions: This section should include the following information/headings with snippets of important information from the contract:
Note: All critical concerns should be verified by checking of the controlled contract document (attached).
A. Contract Focal Points
B. Client Stakeholders
C. Summarised Scope of Work
D. Contract Rates
E. Client Systems
F. Mobilisation Requirements
G. Helicopter dates & comments
H. Boat dates & comments
I. Contract Review Period
J. Invoicing Procedure
Once completed, copy and paste the terms and conditions information as a note. Anytime changes are made to the terms and conditions information, this should be relogged as a note.
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1.5 Create links to contract information from share
Save links to the contract and personnel organisational chart, on share, as an attachment on the Contract site of ERP.
In order to do this, you will need to do the following:
1. Copy the address for the contract/org chart from share
2. Right click on your desktop, choose New > Shortcut
3. Paste the address into the location field and click Next
4. Name the shortcut as the exact name of the contract/org chart on share.
5. Finish
On ERP, click on Attachments > Add > Add shortcuts from your desktop.
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1.6 Update Contract Rates on ERP
Add product/services rates to ERP under the Contract Rates category of "Products by Category". Split into Labour and Parts.
Log a note under each costing with the contract number and rate
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1.7 Approve contract rates
Review contract rates entered in ERP against the contract to ensure accuracy.
Log a note to confirm rates approved.
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| 05.PR014 Change in already indentified risk to project deliverables |
1.6 Discuss with Account Manager
Discuss with Account Manager to see if a solution can be found. |
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1.7 Identify measures that mitigate risk of not achieving a deliverable
If measures are identified, update project documents and tasks - go to the planning process.
If measures are not identified, go to 1.8 |
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1.8 Discuss with Business Development director
Discuss with BD Director to see if a solution can be found. |
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1.9 Implement agreed actions
Implement actions as agreed with the Business Development director, update project documents and tasks - go to the planning process. |
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| 05.PR026 Failed Product & Control of non-conforming outputs |
1.3 Communication made to Metron staff that a non-conforming product has been found (i.e. a Metron provided product has failed).
Details of non-conformance to be communicated to defined parties and details of steps to be taken moving forward. |
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1.4 Client engagement
If the client has experienced the non-conformity (i.e. a failed product whilst on site or similar), ensure that there is dialogue with the client throughout the investigation process. |
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3.1 Upon completion of actions, organise a review meeting
Review results of analysis. Decide course of any follow up actions.
Decide upon communication with client.
Decide if alternative / replacement product is to be offered or alternative personnel sent out to fulfill re-do the scope of work.
Reviews of previously provided reports may be required.
A revised PDP may be required. Consult with the Engineering Director to determine course of action.
Ensure that any corrections are verified, such as inspection or the part or assessing its performance. Seek assistance of QA Manger
If any concessions are required, consult with the Engineering Director.
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4.1 Feedback to client
The agreed outputs from the review meeting, should be fed back to client.
Discuss any concerns.
Ensure the correct communication channels are followed.
Check PDP and / or contract to determine the correct process / agreed methodology.
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4.2 Complete non-conformance process
As per non-conformance process
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| 05.PR030 Change in project scope |
1.3 Discuss with Account Manager
Project team to consult Key Account Manager at earliest opportunity on change in scope, significant enough to warrant further consultation.
Key Account Manager to advise on way forward:
1.If no change required - return to project delivery process
2. Accepted change to deliverables - proceed as agreed in discussion and update plans accordingly - go to planning process
3. Significant change in scope, such as additional Engineering effort required, then proceed to 00.PR001 - Core process. |
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| 05.PR031 Formal contract review process |
1.1 Formal contract review is due
I/P from 05.PR001 Project Delivery
Project team, Operations Manager, Technical Lead and Account Manager notified that a formal contract review is due, as per pre-defined timescales in the project quality plan, project delivery plan and project programme. |
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1.2 Project team to write agenda and circulate
Project team to set date, time and format of meeting (e.g. review contract quality plan, review performance, etc.) and distribute agenda.
Agenda to include:
-Quick summary of what the project is (5 mins)
-Review of current status
-Review of previous performance (i.e over a defined time period - e.g. 1 year or 6 months, etc)
-Good points
-Bad points
-AOB
-Actions - any actions from the meeting are to be entered into ERP before the meeting ends |
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1.3 Tasks to be assigned
Project team to define tasks and assign accordingly for any preparation work involved. |
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| 07.PR019 Debtors Process |
1.3 Note Payment Date
Upon receipt of a payment date from the client finance administrator to review.
If payment date is within terms of the service order then no further action to be taken.
If the payment date is outwith the erms of the sales order then the key account manager is to be advised. |
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1.4 Chase with Client
Key Account Manager to discuss payment date with client to ensure payment terms are compiled with. |
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| 52.PR008 MOUK Invoicing Client |
1.1 Invoice Notification
Finance are informed that a project is ready to be invoiced. The following information should be provided with the instruction to invoice; Project number, Project Title, Quote Number, Client purchase order number, The scope of work to be invoiced , The date at which the work should be invoiced (if not ASAP).
Operations also advise whether the project has been moved from 'Project Delivery' to 'Ready to Invoice'. The project is to be progressed as such in erp.metrongroup.co.uk 'Sales - Opportunities' if required. With routine CM projects, the opportunity will not be moved within the ERP. Ad-hoc projects however will, providing the entire scope is complete and not subject to a separate invoicing schedule (operations will communicate whether this is the case or not).
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1.5 KAM Approval
Arrange a formal meeting with the Key Account Manager and Operations. Present the draft invoice for their approval. The Key Account Manager must initial the invoice once approved. If there are any further amendments to me made Finance are to make them following the meeting and present the amended draft invoice to the Key Account Manager for their approval.
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| 52.PR009 MOUK Requesting Training |
1.2 Discuss requirement with KAM and Operations manager
Identified need is dicussed with KAM and Operations manager. Justification to be given.
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1.3 Identify staff requiring training
Use LMS competency filters to identify gaps in training
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1.4 Contact Maersk Account Focal point to request training
Focal point: Victoria FRANCIS
Contact details are saved within the 'Clients' section of ERP.
Justification to be given for training requriement and erquest.
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| 52.PR011 MOUK Reporting Contract Status |
1.5 Complete section 9 - Innovation
Only completed quarterly, discuss with KAM
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1.10 Issue final report
Once approved the report is sent to Eilidh.Collacott@maerskoil.com copying in William Miller and Metron MOUK.
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| 52.PR015 MOUK Changing Contract Personnel |
1.2 Discussed with KAM
Change in named persons for contract discussed with KAM. Justification given.
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1.3 Notify and discuss with client focal point
Focal point: Victoria FRANCIS
Contact details are saved within the 'Clients' section of ERP
Justification to be given for training requirement and request.
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| 52.PR016 MOUK Mobilising Personnel and Equipment |
3.2 Discussed with KAM and Operations manager
Discuss and confirm requirement for air freight
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| 52.PR017 MOUK Reporting Technical Information |
1.1 Send workpack email to client (3 days before trip)
Send to: asset email group
CC: MOUK@metrongroup.co.uk
Asset email groups:
GP3 - 'Maersk GP3'
Gryphon - 'Maersk Gryphon
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1.2 Submit daily reports while offshore
Send to: asset email group:
CC: MOUK@metrongroup.co.uk
Asset email groups:
GP3 - 'Maersk GP3'
Gryphon - 'Maersk Gryphon' |
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1.3 Submit final report (MAX 5 days after completion of offshore trip)
Send to: asset email group:
CC: MOUK@metrongroup.co.uk
Asset email groups:
GP3 - 'Maersk GP3'
Gryphon - 'Maersk Gryphon'
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1.4 Attend trip close out meeting at Maersk
Engineer and KAM to attend.
Actions arising from meeting to be communicated back through the company. |
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