Technical Questions Flashcards

1
Q
  1. What is the Government Commercial Function
A
  • The Government Commercial Function (GCF) is a central body within the UK government responsible for overseeing commercial activities and procurement practices across government departments and public sector organizations. It aims to drive efficiency, value for money, and improved commercial capability within the government.

around £50 billion is spent each year buying goods and services. It is essential that this money is spent prudently so that public services, defence and other responsibilities of the government function effectively.

  • Strategic Leadership: Providing strategic direction and leadership to ensure that commercial activities align with government priorities and objectives.
  • Policy Development: Developing policies, frameworks, and guidance related to procurement, commercial strategy, contract management, and supplier relationship management to ensure consistency and compliance across government departments.
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2
Q
  1. What do you think are some important principles in Commercial Function / contract development.
A
  • Principle of competition: Equal Opportunity: All potential suppliers should have equal access to participate in the procurement process, regardless of their size, location, or ownership structure.

Transparency: The procurement process should be transparent and clearly communicated to all interested suppliers.

Fair Evaluation: Bids or proposals submitted by suppliers should be evaluated based on predetermined criteria that are relevant to the requirements of the procurement. Evaluation panels or committees should be impartial and apply consistent evaluation standards to ensure fairness and objectivity.

Honesty. Integrity. Impartiality.

  • Value for money: using public resources in a way that creates and maximises public value. this covers all the economic (e.g. travel time, vehicle costs, tax revenues); social (e.g. health, safety, accessibility); and environmental (e.g. noise, air quality, landscape) impacts of a proposal.
  • Risk: Awareness to political dynamics and atmosphere. The opposite party with whom the contract is being negotiated with. How this reflects on the civil service. Risk of failure e.g. poor delivery, quality.
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3
Q
  • Can you outline the element of the procurement process?
A
  • DESIGN AND DEVELOPMENT
  • PROCUREMENT AND MOBILISATION
  • MANAGING CONTRACT DELIVERY
  • STAKEHOLDER ENGAGEMENT
  • RISK MANAGEMENT
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4
Q
  • How do you ensure compliance with relevant procurement legislation and policies in your procurement activities?
A
  • Important to understand what these regulations are
  • How they may be relevant to procurement process
  • E.g. The principle of competition in government procurement
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5
Q
  • Can you provide an example of a successful contract negotiation you have led? What strategies did you employ?
A
  • Whilst I have not had active experience with a contract, I have worked on similar projects. One was helping facilitate a CPO whilst working at a consultancy firm last Summer.
  • Why the landowner had refused to sell.
  • Understanding value of land from his perspective. Value of land from our perspective. Value of land from government perspective.
  • Timeline for the project.
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6
Q
  1. Your motivations for joining the Government Commercial profession: why do you want to work in this department in particular?
A
  • Across central government, around £50 billion is spent each year buying goods and services. It is essential that this money is spent prudently so that public services, defence and other responsibilities of the government function effectively.
  • I am motivated to join the Government Commercial profession for a chance to gain responsibility to lead on meaningful work that has a hugely positive impact on society. For example, opportunity to work on defence contracts, which help to maintain Britain national security, sovreignty and military capabilities, is deeply exciting.

*I have already gained prior experience in the private sector, which I thoroughly enjoyed. There is merit in being able to bridge the gap between business and government. An understanding of the different interests and values of both sectors is crucial to understanding the motivations and approaches of different stakeholders.

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7
Q
  1. Tell me about yourself. What skills have you developed at university which would be helpful for this role.
A
  • Fourth year undergraduate at University College London. I study Geography and Portuguese and have completed a year abroad at the University of Helsinki.
  • Studying Geography has meant that I thrive in a multidisciplinary environment. Being able to view a contract from multiple angles, such as social, financial, political and environmental is incredibly relevant when scrutiny on public contracts is greater than ever.
  • Geography has helped me to develop skills in teamwork. Independent research is a crucial part of our degree and I have developed strong skills in this respect.
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8
Q
  1. What do you think you would gain out of this graduate role?
A
  • Develop some serious skills. Chartered Institute of Procurement & Supply (CIPS). Through this, I’d acquire a range of skills and knowledge relevant to the field of procurement and supply chain management. These skills are transferable to all fields of the civil service.
  • An understanding of the culture and values of Civil Service.
  • Engaging and communicating effectively with stakeholders. Bridging the gap between the public and private sector is an incredibly valuable skill set.
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9
Q
  1. Why would you be good it at? What have you learned in your current role which will be of benefit in this Civil Service posting?
A
  • Analytical: tend not to view things at face value. Rarely simple answers as to the causes of events or problems. It’s always more complex.
  • Effective communication: clearly articulate their objectives, listen actively to the other party’s concerns, and convey complex information in a concise and persuasive manner.
    • Experience. My dissertation concerns understanding the interests and decision-making preferences of buyers and producers in supply chains – particularly in relation to sugar and forestry. More specifically, I looked at the varying power relations between these actors. An understanding of these stakeholder relations and power asymmetries is important when considering the relative power of actors in contract negotiation.
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10
Q
  1. What steps would you take to ensure that your team is focused on maintaining an excellent relationship with all your clients and customers?
A
  • Communication: It is essential that there is open, honest, and timely communication with clients and customers. Encourage active listening, empathy, and understanding of client needs and expectations.
  • Clear expectations: understand the importance of maintaining positive relationships with clients and customers as part of their role.
  • Close collaboration: Encourage knowledge sharing, collaboration on client projects. Improves the quality outcomes of the work.
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