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Description
Commodity contracts are often awarded on the basis of price. A price-based methodology for making such awards fails to consider the suppliers' ability to minimize the risk of non-performance in terms of cost, schedule, or customer satisfaction. Literature suggests that nearly all risk in the delivery of commodities is in the interfacing of nodes within a supply chain. Therefore, commodity suppliers should be selected on the basis of their past performance, ability to identify and minimize risk, and capacity to preplan the delivery of services. Organizations that select commodity suppliers primarily on the basis of price may experience customer dissatisfaction, delayed services, low product quality, or some combination thereof. One area that is often considered a "commodity" is the delivery of furniture services. Arizona State University, on behalf of the Arizona Tri-University Furniture Consortium, approached the researcher and identified concerns with their current furnishing services contract. These concerns included misaligned customer expectations, minimal furniture supplier upfront involvement on large capital construction projects, and manufacturer design expertise was not being utilized during project preplanning. The Universities implemented a best value selection process and risk management structure. The system has resulted in a 9.3 / 10 customer satisfaction rating (24 percent increase over the previous system), for over 1,100 furniture projects totaling $19.3M.
ContributorsSmithwick, Jake (Author) / Sullivan, Kenneth T. (Thesis advisor) / Kashiwagi, Dean T. (Committee member) / Badger, William W. (Committee member) / Arizona State University (Publisher)
Created2012
ContributorsFerreira, Wesley (Performer) / Ferreira, Copper (Performer) / Novak, Gail (Pianist) (Performer) / Ballif, Kristi (Performer) / Ballif, Adam (Performer) / Oberlander, Lisa (Performer) / Zhu, Shuang (Performer) / LaFave, Alan (Performer) / Johnson, Kelly (Performer) / Starling, Jana (Performer) / ASU Library. Music Library (Publisher)
Created2012-10-06
ContributorsStarling, Jana (Performer) / Novak, Gail (Pianist) (Performer) / Spring, Robert (Performer) / Schneider-Gould, Beth Ilana (Performer) / Shimron, Omri (Performer) / Gould, Matt (Performer) / ASU Library. Music Library (Publisher)
Created2010-09-12
ContributorsSpring, Robert (Performer) / Campbell, Andrew (Pianist) (Performer) / McLin, Katherine (Performer) / Starling, Jana (Performer) / ASU Library. Music Library (Publisher)
Created2008-09-28
ContributorsPyle, Mindy (Performer) / Novak, Gail (Pianist) (Performer) / Starling, Jana (Performer) / ASU Library. Music Library (Publisher)
Created2004-02-15
ContributorsStarling, Jana (Performer) / Novak, Gail (Pianist) (Performer) / Yu, Jenwei (Performer) / Chien, Chieh (Performer) / ASU Library. Music Library (Publisher)
Created2004-10-01
ContributorsSpring, Robert (Performer) / Campbell, Andrew (Pianist) (Performer) / Starling, Jana (Performer) / Buck, Elizabeth (Performer) / Schuring, Martin (Performer) / McLin, Katherine (Performer) / Buck, Nancy (Performer) / Dalbey, Jenna (Performer) / Rotaru, Catalin (Performer) / ASU Library. Music Library (Publisher)
Created2010-09-19
Description
Over the last twenty years, governments at all levels have made changes to increase their level of accountability and transparency. The researcher proposed that the concepts of organizational agility (OA) (leveraging core competencies, proactively seeking new opportunities, implementation of performance metrics, and strategically planning projects) are well-aligned with the public accountability systems. In the first part of this dissertation, the researcher examined the components of a “Value-Based Model” for public works contractor selection and project delivery, and its propensity to increase public accountability. The researcher studied 415 projects ($561.47M value) delivered with the Value-Based Model at eight different public agencies over a ten-year period.
Next, the researcher analyzed factors affecting contractor organizational agility. In light of the “Great Recession”, the concepts of organizational agility offers insights into companies could have made different strategic decisions to avoid many of the issues faced. Construction was particularly affected: by January 2010, unemployment reached approximately 20 percent. One way to combat declining profits is to adjust general overhead costs (indirect expenses). These costs include items such as home office expenses, business development, and bonuses. The objective of the second part of this research was to conduct a study of how contractors responded to dynamic market conditions and to identify if whether contractors’ company attributes impacted their responses to the market changes. A total of 437 contractors responded to the survey, and 92 percent reported that they reduced overhead costs in five areas, by an average of about 15 percent. Additional analysis suggests that there are distinct categories of overhead flexibility.
Next, the researcher analyzed factors affecting contractor organizational agility. In light of the “Great Recession”, the concepts of organizational agility offers insights into companies could have made different strategic decisions to avoid many of the issues faced. Construction was particularly affected: by January 2010, unemployment reached approximately 20 percent. One way to combat declining profits is to adjust general overhead costs (indirect expenses). These costs include items such as home office expenses, business development, and bonuses. The objective of the second part of this research was to conduct a study of how contractors responded to dynamic market conditions and to identify if whether contractors’ company attributes impacted their responses to the market changes. A total of 437 contractors responded to the survey, and 92 percent reported that they reduced overhead costs in five areas, by an average of about 15 percent. Additional analysis suggests that there are distinct categories of overhead flexibility.
ContributorsSmithwick, Jake (Author) / Sullivan, Kenneth T. (Thesis advisor) / Badger, William W. (Committee member) / Schleifer, Thomas C. (Committee member) / Arizona State University (Publisher)
Created2016
Description
Facilities Management (FM) around the globe at different companies in different industries are often forced to make difficult decisions on whether or not to transition a workplace environment and how to decide what factors of a workplace environment can benefit or hinder a company's productivity. The data and research presented within this paper are targeted at aiding and educating FM in determining what factors to consider in a workplace transition to an open-seating design and validate the importance of recognizing how these factors impact the productivity of the individual and the organization. Data contained in this paper was gathered through two different survey samples: 1) a semiconductor company that transitioned its employees from cubicles and offices to an open-seating environment; and 2) a general study open to professionals and their experiences and opinions on workplace environments. This data was used to validate or disprove the views on open-seating workspace held by the FM industry today. Data on the topic of how employees react to being transitioned to open-seating environments and looking at the breakdown of the results between engineers and non-engineers is examined within this research. Also covered within the research is data on transitions to other seating environments outside of open-seating concepts to evaluate and compare transition types. Lastly, data was gathered and discussed on the amount of time needed to adapt after a transition and what environment types were linked to being the most productive. This research provides insight on workplace environments and transitions and how they have an impact on productivity and can be used in the decision process when considering transitioning environments.
ContributorsThalin, William (Author) / Sullivan, Kenneth (Thesis advisor) / Smithwick, Jake (Committee member) / Stone, Brian (Committee member) / Arizona State University (Publisher)
Created2017
Description
Research findings have shown that many computerized maintenance management systems (CMMS) are largely underutilized, often leading to the loss of efficiencies in the organization’s maintenance program. A literature review is presented of the available research in CMMS and of operations and management roles in a maintenance program. In addition, research was conducted around CMMS users to identify if any misalignments exist between management and operations. The articles selected for review offer a variety of perspectives, considerations, instructions, and noted failures involved with implementation, day to day use and reporting expectations. Through conducting a survey of both management and operations this paper will show how management and operations conceptions of CMMS vary, even greatly in some areas. The objective of this research is to gain an in-depth perspective from CMMS in all roles and analyze where utilizations vary. This information will then be utilized to understand possible misconceptions between roles, leading to inaccuracies and sub-par outcomes of proposed CMMS implementations.
ContributorsRennert, Andrew William (Author) / Sullivan, Kenneth (Thesis advisor) / Stone, Brian (Committee member) / Smithwick, Jake (Committee member) / Arizona State University (Publisher)
Created2019