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

Appendices to Thesis Keith Gale 2013Code name: 01 CWOrganisation: Contractor/supplierProfession: Chartered EngineerGender: MYears experience: 37Seniority: Managing Director of company with £20M p.a. turnoverKnowledge of frameworks and traditional procurement methods: yes extensiveknowledgeQ6 In your view, what are the drivers that encourage suppliers to start on time?Um... there are two principle ones I think. Err I think the first one is to make sure thatwe get appropriate lead in times. The goal of the time variable often gets delayedbeyond peoples expectations and invariably in contract meetings we get pushed tostart sooner than is I think reasonable in some circumstances. At the end of the daywe or any other contractor have a finite resource and err in the way that we arecompeting for separate contracts, from different suppliers, err, we have relativelyshort time spans in order to allocate resources. I think lead in time is thereforeimportant, not only to get the start date right, but to be in a position where we havegot all the arrangements made so that you can hit the ground running. At the end ofthe day if you’re not properly prepared and they start a job at a certain time, itdoesn’t mean you’re going to complete the job any sooner because you’re not sort offully prepared. So I think that’s a particular issue. At the second one, is that I dothink that the framework membership can influence err the team decision making onbehalf of us when we might start. Err, as I've explained we are competing withdifferent contractors, often in intense situations, for many different suppliers, and it’s366