Majority of utilities waiting longer for key materials

The current geopolitical situation is causing challenges at a time when the UK urgently needs to make the most of planned infrastructure investment that is needed. The risk is that key components are stockpiled to account for longer lead times which further exacerbates the problem. In the short term, we need regulators and senior leaders across the sector to support industry collaboration to make the most of the stock we hold. Any regulatory changes should be implemented in a way that supports efficient delivery and effective collaboration across the sector.

We also need to identify and invest in on-shore solutions, working towards industry level standardisation, that will give us stability over the longer-term.

Strategic clients are those who provide their partners with a clear, long-term line of sight. Regulatory mechanisms like the Advanced Procurement Mechanism are a fantastic start, but we need to see this level of agility expanded. When delivery partners have a stable, multi-year pipeline, they can move from ‘firefighting’ lead-time issues to proactively managing risk.

Finally, as we look toward the massive buildout required for 2030 and beyond, our focus must be on future-proofing. This means ensuring that the innovative procurement models we are designing today are resilient enough to handle the next decade of geopolitical and climate shifts. The Capital Delivery Forum has shown that while the challenges are significant, there is a clear appetite for a more integrated, agile approach that delivers better outcomes for both the industry and the customer.

This article was first published in Utility Week.