Ministry of Justice – Managing a Complex Multi-Supplier Exit and Transition across a National Technology Programme
Client Types Buyer
Life Cycle Stage Exit, Renewal & Transition
Sectors Public Sector & Government (Justice)
Pain Point:
“Fragmented supplier delivery is putting our programme at risk”
Weak scope definition and poor coordination between suppliers often leads to uncontrolled change, commercial disputes, cost exposure and loss of delivery momentum.
See how Clear stabilised a complex transformation programme through coordinated supplier exit, transition management and contract re-baselining – resolving claims while maintaining programme delivery.
Commercial Outcome
Stabilised a complex multi-supplier technology transformation programme through coordinated exit, transition and contract re-baselining
Resolved supplier claims and commercial disputes while maintaining programme delivery momentum
Implemented governance frameworks, contract management tools and supplier performance SLA / KPI reporting across multiple service towers
Enabled the Ministry of Justice to transition towards a unified technology sourcing model aligned to the FITS strategy
Simultaneous procurement, transition and integration from many existing suppliers to many replacement suppliers in a SIAM tower delivery model
Situation
The Ministry of Justice technology estate had developed through a series of separate outsourcing arrangements aligned to historic departmental functions such as the Prison Service and Judiciary. Over time this had resulted in fragmented IT services, multiple supplier contracts and inefficient delivery structures.
To modernise the organisation’s technology capability, the Ministry of Justice launched the Future IT Sourcing (FITS) programme, introducing a Service Integration and Management (SIAM) model with multiple service towers and suppliers.
However, overlapping procurements, fragmented dependencies and misaligned supplier commitments created delivery risks during implementation. Some suppliers had already begun mobilisation while others were still being procured, resulting in contractual disputes, claims and programme instability.
Clear Consulting was engaged to stabilise the programme, manage supplier exit and transition, and re-establish commercial and operational governance across the technology sourcing programme.
Objectives
Manage exit and transition of incumbent technology suppliers across multiple service towers
Stabilise programme delivery through effective SIAM interdependency management
Resolve supplier claims and contractual disputes arising from programme delays
Rebaseline contractual obligations and delivery milestones across multiple suppliers
Implement governance frameworks and contract management tools to improve programme control
Design and implement a multi-supplier SLA and KPI model to deliver performance improvements and collaboration
Services
Supplier Exit and Transition Management
Managed exit plans and transition arrangements for incumbent suppliers
Supported TUPE processes and asset transfer planning
Coordinated supplier onboarding across new service towers
Programme and Dependency Governance
Implemented risk, issue and dependency management frameworks
Managed cross-supplier interdependencies and critical path planning
Supported programme planning and delivery oversight
Commercial Negotiation and Dispute Resolution
Negotiated supplier claims, relief events and compensation arrangements
Managed liquidated damages discussions and dispute resolution processes
Rebaselined contractual obligations and delivery milestones
Contract Governance and Capability
Implemented the Contract Management Toolkit across the programme
Established supplier governance processes, KPI dashboards and reporting frameworks
Supported procurement of remaining service tower contracts
Achievements
Stabilised a complex multi-supplier technology transformation programme during a critical delivery phase
Successfully renegotiated and rebaselined contracts across multiple service towers and suppliers
Resolved supplier claims and disputes, restoring programme delivery momentum
Implemented structured contract management, supplier governance and performance reporting frameworks
Supported the successful transition to a SIAM-based technology sourcing model across the Ministry of Justice
Fragmented supplier delivery is putting our programme at risk
