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

Thesis Keith Gale 2013using methods of measurement detailed in this thesis provides a grading process forcomparison of supplier’s performance. As the number of projects placed through theframework increases, valuable detection of areas of exceptional performance(positive and negative) will be available for analysis and action.Operational performance measures (KPI’s) have remained consistent between thefirst and second frameworks due to the effective results arising from this researchand continue to perform as anticipated. Aware of the drivers of incentives (financialand non financial), communication and relationships arising from an underlyingfactor of duration; strategic contract management of the second generationframework has been expanded to include extensive and regular feedback meetingsbetween clients and suppliers. Discussion with participants has provided positivecomments on the effectiveness of this approach.Financial viability of second generation frameworks has confirmed efficiencies withthe engagement transaction costs. Transaction costs remain within limits experiencedby this research but mean project value (size) has increased, making the transactioncosts proportionally more effective. Financial performance and standardisation ofdocumentation and controls has encouraged a significant use of the secondgeneration framework by South East public authorities.In summation, the procurement performance model is recommended for fullimplementation use by client organisations, using the following provisos:• Client and suppliers construction management staff should be informed ofreal benefits of frameworks to enhance attitudes with collaboration.• Client construction management staff should be trained to strengthen theirsociological and operational skills, particularly with group objectives,communication and KPI measures.• Increased financial incentives should be provided to motivate suppliers.• Duration of frameworks is increased enabling stronger relationships,communication and motivation to be achieved more extensively.12.6 Limitations of the research and case study methodAlthough great care has been taken to align this research with professional practice inconstruction management and regulatory legislation relevant to a public sector284