Introduction on SOH Project
Procurement Research
Deliverable from this Report
Procurement Framework for Asset Maintenance
The OAMP describes the part of the asset maintenance strategy that, after implementation, must demonstrate its feasibility in the operational phase. The following sections will describe the various parts of the framework and develop the context for designing a procurement strategy.
Strategic Asset Maintenance Plan
Objectives
Requirements
Nevertheless, requirements implications can be avoided by adjusting the maintained structure and maintenance strategy. In some cases, requirements may be negotiated with external or higher-level agencies (e.g., an insurance company).
Maintenance Tasks, Procedures and Types
Although objectives can be adjusted if their achievement is identified in the planning stage as not feasible in the context of the project, requirements are not adjustable in the planning process.
Operational Asset Maintenance Plan
- Assets Identification for Maintenance
- Requirement Compliance Assessment
- Objective Performance Evaluation
- Service Management
- Contract Management
The performance of the maintained assets and the systems they constitute is assessed in relation to the objectives formulated in SAMP (see section 2.2.1). The mandatory requirements must be considered as constraints in the optimization process and the target levels must be recognized when designing the Objective Performance Evaluation System (OPES) in the OAMP. The Service Management Plan in OAMP describes how maintenance services and work are initiated, documented, checked and improved.
The Service Management is planned based on the Asset Identification, described in section 2.3.1, and the maintenance tasks, maintenance procedures and types developed in the SAMP (see section 2.2.3). A work order can include the location and task required, and can be supplemented with the additional information identified during the asset maintenance identification process (see section 2.3.1). The quality of service can be assessed against the specification established in the asset identification process (see section 2.3.1) and the strategic objectives and requirements developed in the SAMP (see section 2.2.3).
Actual maintenance of assets and the systems they comprise in the operational phase may reveal issues and requirements that were not anticipated when the maintenance strategy was developed and implemented. Procedures must therefore be implemented to capture and integrate improvement measures in the operational phase and for the future development of maintenance strategies. Also, changes in requirements (laws, etc.) and higher level objectives must be accepted in the review process.
Performance-based Procurement
Procurement Strategy
In the contract phase, the evaluation system is used to identify the best procurement option and to prescribe the service requirements and objectives in the procurement documents (or job description if performed internally). The following table provides possible procurement and contract arrangements and their typical uses (based on Jeremy Wu. Bonus/Penalty § Typically used for lump sum contracts where the completion or quality of the project is absolutely necessary to meet the client's requirements.
Usually used for cases where the contract is fraught with uncertainty, such as futures contracts for the management of a program of minor works and maintenance. When the client has a confidential project that requires a balance of minimum project time with reasonable cost. Design and Build § Lump sum contract: Contractor's price is fixed, even if design is incomplete, although price will be modified to accommodate client's later changes.
Usually used by the client who has larger works to do where there are radically different types of works/installations. A project manager acts as the client's representative to coordinate, manage and integrate the functions of design consultants and contractors.
Evaluation System
The availability of services in the market and the structure of the services market should be considered, especially when special service quality or flexibility, capabilities, equipment or licenses are required. The number of service providers and the number of service users in the market at the request location should be assessed. It can be investigated whether a better market position can be achieved by grouping some services into one contract or by building service partnerships with other organizations with similar or contrasting service requirements.
Another aspect of market condition assessment is assessing the reliability of supply of materials, fuel or parts and volatility of prices. The demand side of the service and jobs market can be influenced by revision and adaptation (structural and organizational improvements) of the assets to be maintained and the organization served. The service provider evaluation process examines whether an internal or external service provider is capable of reliably delivering the requested services with the required quality.
Performance Evaluation after Implementation
Introduction
Procurement Strategies, Visions and Principles
SOH Procurement Strategies
It is not clear how Sydney Opera House's procurement strategies are aligned with their organisation's business strategy, SAM Plan. Providing clear guidance on making the right procurement decisions for the organisation; supported by the organization's contract procedures, and rules, and the procurement policy. Providing an improvement plan to ensure that the intentions set out in the strategy are implemented.
The purpose of a strategic framework (Figure 3) helps ensure that the corporation's or facility's procurement visions and/or priorities meet (i.e., are aligned with) its corporate strategies, goals, values, and priorities. For example, the corporate strategies set out the organization's values and priorities which are then expressed in a series of commitments. The following model can be adapted to suit the organization's structure and its functions, Figure 4.
Procurement Visions and Principles
Procurement Routes and Maintenance Types
Procurement Routes
Type of maintenance of operational assets The level of criticality of the asset for the SOH refrigeration service delivery function. Examples of strategies that can be used for each of the approaches are presented in Table 7. Goods, materials and supplies work. capital and income). Other than the KPIs used to measure each of the operational assets listed in Section 2: Operational Maintenance Strategy in SAM, it is not apparent (from the documentary material we have) that these metrics are currently being used for benchmarking (ie .comparison with industry standard performance measures or a similar performing arts center or public institution) nor is it clear how these measures (ie KPIs) relate to (or enable) the performance of external service/work providers and internal contractors to be measured.
According to p.1.18; point 1.5.1, one of the responsibilities of the Facilities Management department is (g) contract oversight and (h) performance monitoring - the FM is responsible for contract administration. Are there any software (or special hardware) systems used to manage their contracts and project management functions of the things they procure. Is it only used to measure maintenance activities of the building or can it measure smaller works?
Or only as indirectly as a measure of the state of the place for which it seems). This plan should include all key performance indicators that are used throughout the organization or facility, where targets (that are achievable) for each of the measures should be set and actual measures recorded at a specified frequency (e.g. fortnightly, monthly, quarterly ). It sets out the stages of the tendering process for the above works - the procedures described and used are not uncommon in the industry.
Maintenance Types: Operational Assets
Performance Measurement and Monitoring
It appears that performance measurement and monitoring in SOH SAM only serves as a tool to record and analyze cause and effect trends that occur in maintaining the assets. Are the above measures (KPIs) included in the contracts that are awards to the service/work providers. Is it only cleanliness/tidy of facilities (eg BPI, BFI) or management of contractors' performance or SOH's assets.
For the document: BCMMW- p.4, point 2.1, refers to BCI (except BCI/BFI/BPI etc), which is for monitoring the condition of the building, the discussions are as follows. For example, if performance measures are set as part of a contract (and its terms), how are they used to monitor the contractor? To facilitate a culture of continuous improvement in tasks (i.e. outputs) (whether performed by external service providers, internal staff or/and operational assets (eg mechanical and electrical equipment) or/and non-functional assets (eg public access areas) or/and processes (procurement process effectiveness), it is appropriate to have a 'procurement review improvement plan'.
For significant procurement projects with high risk, it is important to adopt a gateway review process. The Gateway review process includes reviews at key decision points within a 'procurement cycle' by a peer review team independent of the project team to ensure the project can continue successfully to the next project phase. It acts as a tool to help the organization review their projects at different stages of the procurement cycle, enabling them to continuously improve their performance.
Tender Evaluation Process
- Analysis of SOH Building Conservation, Maintenance, and Minor
- Analysis of SOH Mechanical Building Services Maintenance Tender
- Analysis of SOH Cleaning Services Contract
- Analysis of FITOUT AT L5 Document by Stuart Pty Ltd
However, it does not say what the weighting is for each criterion (i.e. which criterion is more or less important), the measurement scale, or how the assessment is carried out. A list of works to which the tender evaluation criteria are applied is shown in Table 8. Do all tender evaluation criteria come from a standard list of criteria (i.e. from the same consultant or from SOH itself?); from which the suitable ones are selected for the assessment.
If all contract documents are prepared by different consultants, then who dictates what to define for the evaluation criteria (SOH or the consultant). In developing a tender evaluation process, it is also necessary to define the list of evaluation criteria on which the offers can be properly evaluated. These evaluation criteria should be carefully weighed and distributed according to their relative importance taking into account the item to be procured (for example, for repairs to works on the interior of the building, such as customer main roads, quality of an internal contractor's work may be perceived as relatively more important than the garbage collection contract).
It is also important to ensure that the evaluation criteria are drawn from a single source rather than from many (e.g. a list of criteria should be mutually agreed upon within the organization from which, for example, a few or many or all are used to assess different types of bids), instead of each bid/contract having their criteria determined by different sources. However, it is important not to evaluate tenders based on the lowest price alone, as this leads to a false economy and a host of problems, such as tenderers reducing their proposed prices in the hope of making up the difference by undercutting, raising prices for variations to the contract. and pursuit of claims. The procurement of maintenance, repair and operating supplies: an examination of the key issues, European Journal of Purchasing and Supply Management, 4, pp.247-255.
