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

Appendices to Thesis Keith Gale 2013Q8 In your view, what can be done to encourage suppliers to start and finish ontime?I think ummm making sure that they are aware of the consequences of any over runsor late starts, and that because of these consequences is it really important that youstart on time and the authorities do have reputation issues. If we’ve told subjects thatwe’re starting on Tuesday and by Friday we haven’t done anything it upsets peopleand that’s a reputation issue for us. So in trying to encouraging the suppliers to bepart of that, to share our agendas as far as reputation issues are concerned, whichthey don’t have to because its not part of their commercial arrangement, but makingthem feel involved in the process I think that helps them with that. And then also,letting them have a little bit of encouragement if they are over running on projects,trying to get them to pull back their program and finish on time. Letting thempropose changes to try and bring in a bit of innovation, to try and reduce their overruns and to try and make sure that’s on time.Q9 In your opinion, do you think that frameworks encourage accurate start andfinish dates more than traditional procurement method? Why do you think that is?I think they do, and I think one of the key reasons for that is the long termrelationships that you get with your suppliers through a framework. If you can sharea forward program with them, however vindictive it may be, they’re aware of whatwork streams might be coming up, and what’s there for them to bid for. And I thinkagain, having prior knowledge of what works coming they feel a bit more bought into your program, and your over works program. Rather than traditional procurementwhere we put schemes out on a single tender business. They have no forward view ofwhat that program looks like. And they also have no forward view of what theprogram looks like past the finish date of their current project. If they know thatwe’re delivering a bridge job over here and it might over run.. if it over runs it overruns, but they know there’s three more bridge jobs coming up it gives them themotivation to make sure that they’re finishing properly. Also that leads back to allour Hampshire frameworks and our performance mechanisms which are fantastic forencouraging that. They know that there’s a penalty for over running without goodcause so again that affects their competitiveness, and that’s against them having a388