PhD Final Thesis April 2013.pdf - Anglia Ruskin Research Online

Thesis Keith Gale 2013compliance (CSF5) was removed from supplier’s responsibilities due to changes inhighways law and fleet CO2 emissions (CSF7) and waste recycling rates (CSF5)were taken into control by the client organisation. The panel of technical officersreconvened in March 2006 and revised critical success factors with amendedweightings. The revised critical success factors used for this research are shown inTable 7.9.Table 7.9: revised critical success factors identified by the organisation and usedfor analysis with this researchCSF Critical success Weighting Description of MetricNumber factor1A Ratio of start on time 0.165 Ratio of days late starting againstcontract period1B Ratio of finish ontime0.165 Ratio of days finished late againstcontract period2 Ratio of accuracy ofpayments0.270 Interim payments certified within5% of suppliers application3 Right first time 0.200 Projects completed withoutremedial works – yes scored 1, noscored 04 Health and safety 0.200 Percentage of inspections passedinspections1.00In addition to critical success factors, the organisation set minimum and stretchingvalue targets in order to place a gearing for achieving improved performance. Thepurpose of minimum and stretching targets is to provide a bias towards a higherscore for performance on a proportional geared basis. If a supplier falls below theminimum standard, a negative result occurs and the critical success factor reverts tozero.140