Transport for NSW's Digital Systems (DS) Program was designed to transform how the Sydney Trains Network was managed and controlled, replacing signalling and train control systems across the network with a modern, next-generation approach. The Program comprised three elements: replacing trackside signalling equipment with ETCS Level 2 technology; implementing Automatic Train Operation (ATO) to assist drivers — who remained in control — for faster, more consistent journey times; and introducing a Traffic Management System (TMS) for more effective incident management and service regulation.

The Program packaged this scope into two components — Trackside (ETCS and Signalling) and TMS. PCI designed an Early Contractor Involvement (ECI) tendering process to procure both packages simultaneously, accelerating the timeline while enabling genuine cross-package collaboration on interface management and interoperability. Most importantly, the process was built to allow TfNSW, Sydney Trains and their stakeholders and subject matter experts to interact directly with ECI Proponents in developing the solution — a deliberate shift from traditional tendering, where the market simply interprets a client's specification, toward genuine co-creation.

PCI's role:

• Designed the ECI procurement and tendering process to enable simultaneous procurement of both packages

• Developed market-facing procurement documentation, including the ECI agreement and compensation model

• Planned and implemented an interactive calendar of workshops across the ECI process

• Designed and facilitated Behavioural Assessment workshops to shortlist Proponents from EOI through to the Development Phase

• Facilitated interactive tendering workshops with Proponents to test and refine technical and commercial solutions

• Coached the Owner's team in behavioural, interviewing and collaboration skills, so they could contribute to solution development alongside Proponents rather than simply directing them

• Supported the evaluation panel in developing evaluation criteria, including behavioural elements, and writing the scoring guidelines

Outcomes:

• All published procurement dates were achieved, despite the accelerated, dual-package approach

• The workshop calendar gave Proponents structure to plan ahead, while retaining flexibility to adapt to operational needs or focus additional time on critical topics as they emerged

• Both the Client and Proponents assessed the process as genuinely collaborative, delivering real co-creation of the solution rather than a faster version of a traditional tender