My field is business analysis-say business analysis-and especially automated business processes and process optimisation.
One of my specializations is communication, transforming complex subjects into simple language, but also converting simple language into complexity if necessary.
If something went wrong in a tendering procedure, there are generally two reasons to be found:
- The intention of the sale has not been clear
- One has too much leaned on contracts
The problem with wrongly drafted contracts is that this quickly leads to “delivering what is requested”, rather than “delivering what is needed”.
In the case of the speedboats a seaworthy speedboat is needed.If you forget to report that it is about the North Sea at Wind Force 10, and someone builds the boat for the Mediterranean Sea at Wind Force 4, then there is a discrepancy between what is requested (a seaworthy boat) and what is needed.
However, you cannot argue that the boat is not seaworthy, that is it, just for the wrong sea and the wrong settings.
Preventing this type of error is quite tricky.Because then you have to depart from contracts-and the government is very much on it-and you have to look for it a lot more in the intention. Here you can indicate: I need a seaworthy boat for rescue operations in the North Sea, where we sail to wind force 10. If you include this intent at the top of the contract (which has been forgotten by the boats) then there is rarely a problem.
When we analyse the question of guilt, we also see some interesting things.
Here is the question: Why could this happen (forgetting a crucial element in the contract)?
And this will not have to be assigned to a “human error”, but to a process issue.Apparently, the process of tendering-and then drafting the contract-is in such a way that making this mistake is possible.
There can be a lot under it, but very deep underwater there is a question about responsibility: there is a “I ask (requirement) and you are running situation”, without a mid-term evaluation or what is made to fit in with what is needed.
The specifications are laid out in advance (poured into concrete) and apparently that has not gone well.
Suppose that in the beginning of the journey you had brought the people of the builder into contact with the people who started using the boat, and the users had told their story.Few nice pictures with rescue actions on a rough sea. Then it was quite soon clear what seaworthy meant in the Netherlands.
Either: Communication.And the problem is not a “whose” issue but a process issue. What else should we do to prevent this -rather than: Who should we sell a bash.
Then the question: why Outsourcing abroad?
It is easy, that are agreements made within the European Union, where public procurement is necessary for tenders above a certain threshold value.If a foreign party wins the tender then the service or product is delivered by the foreign party.
One of the objectives of the EU was to achieve free movement of goods, services and persons between Member States.That remains, of course, a hollow slogan if the German government only orders German companies, the French only French and so on.
Members of the European Union have therefore agreed that providers from the EU countries other than the contracting Government (and the same applies to state-funded public funds) should also have an equal opportunity to acquire the contract , if its value exceeds a certain amount.
The contracting government establishes the requirements that a service or product must meet and anyone can enroll.It is certainly not true that only the price can be used as an award criterion. Safety, (aesthetic) quality, measurement system, reliability and continuity, warranty, replaceable and reparability, delivery times etc. Can all play a role in the selection. But the rules of the game cannot be changed once the public tender has taken place. The call for tenders is the time when the requirements have been established and announced and providers are invited to make an offer.
In this way, Dutch road and hydraulic engineering companies with their expertise, for example, in Germany and (so far) in Great Britain can compete honestly and often successfully with German and British companies.The downside, of course, is that companies from other EU countries should also have a chance in the Netherlands or Belgium. The thought is that that leads to the best quality for the best price.
For very large assignments, the interests are of course correspondingly and the tendering process is extremely complicated.Jos Buurman writes in his reply what is necessary about the actual boot incident.
If you have not properly defined the required quality, you will of course get the lowest quality that still meets the conditions.Too weak connections, interference sensitivity, non-corrosion resistant materials, everything can occur. And then the Blacktepieten begins: The client has not inspected or not timely, the client has not made the necessary information available, the client has put the product into use under adverse conditions The angle of inclination was too large or the electrical voltage too high, too variable or too low. You can’t think of any disputes or lawsuits.
Because we cannot and do not want to make that in the Netherlands.
The Dutch disease has in fact ensured that we have started to exchange industrial production for services that are related to hydrocarbons and their yields.
Briefly said: It proved much more profitable to catch money for delivering X or Y, than producing it.
Roughly Speaking: Hydrocarbons provide-given enough time-for the lifting of self-sustaining money distribution and circulator mechanisms.
At the moment when it is no longer worthwhile investing in its own industry, it will no longer be able to scale down, innovate, and thus sag.
(Vergane Glory, one of the many shipyards along the Winschoterdiep)
The Asians and Americans understand that: innovation cannot without upscaling, stoppage is irrevocably deteriorating.
Therefore, the Japanese not only discovered the method of welding carbon steel, but also built dry docks of a kilometer length to weld the corresponding vessels .Today, the longest shipslope in the Netherlands is only 130 metres long, because who buys a ship that is longer than 130 meters? Furthermore, the Dutch are well in research in the field of shipbuilding, but then we come back to what I took in the beginning: delivering a service is more profitable than making a product.
What is gone is gone.Unless a Dutch Elon Musk is on, there will be no more significant investments in industrial production. Knowledge that is gone will last for a long time (think: decades) that is again sufficiently present to mean something in the manufacture of trains or ships. Now the few shipbuilders in the Netherlands have to make welders and come from abroad (but alas, sometimes we even let carpenters come from Japan, to build a shed against a higher wage than a Dutch carpenter).
Of course it doesn’t help that Dutch buy as a, Tsja, Hollander.Then we come to the second point:
In the world of procurement, the rule always applies: cheaper is better than better.
Now take a German.It comes at a factory in China to buy toy cars. There he puts a paper on the table and says, “These are the requirements that mustbe fulfilled”.The manufacturer beckons the chief engineer, who browses through the pile of paper. “Yes, that can” nogs the Engineer “… that’s going to cost this-and-this”.The German is happy to get out, while he thinks: “I bought a good product!”.
A little later the Dutch purchasing manager enters.“I also want such a lot of toy cars!” Calls those.The manufacturer Noks, and mentions the price. The Dutchman shakes his head, and says, “can’t That be cheaper?” The manufacturer beckons the chief engineer, who scratches behind his head.Yes, of course it can. Then just a screw less, or just that leaded paint, or not all those brascles off polishing it. Anyway, the Dutchman finally gets out, while he thinks: “I made a good price!”.
Of course it would be most beautiful if that Dutchman would be allowed to pay Dutch prize for those German quality requirements.Only in this world there are not many more that are in stairs there. Certainly not as a company very large (parent company of Ansaldo Breda counts more than 300,000 employees) and/or are old. Then they are undoubtedly familiar with the old Flemish sayings.
Anyway, that would not be a reason to think: Then do we simply force the German quality requirements?Then we come to the next inhebbliness that draws the Dutch political landscape:
Never waste a perfectly good crisis.
The political and administrative gains have been in the solution of a problem since Lubbers I.The win is in the problem itself. And in a problem where public money or public institutions are involved, there may even be several times to cashout. That is a case of traps of methodology of marketing in fear and perverse stimuli. Politics become marketing Exercises: Some parties have elevated that to their core business.
Then it is good that they do not make trains or large ships in the Netherlands anymore.
If I am not mistaken, public companies are obliged to make assignments through the writing out of a contract on which companies then place their best price in relation to them within a certain period.This goes on for a few rounds until the cheapest comes out of the bus.
Often, the description of the assignment is wrong.Furthermore, no penalties shall be provided for exceeding the prescribed delivery period. There is already something under the table paid (remember Agusta). Price agreements are made. The contractor goes bankrupt.
Just looked up, this is European regulation Roadmap
If they can make it better and cheaper elsewhere, it makes little sense to have it here.Then you are actually subsidiating a poorly functioning company. Let them be better and cheaper first, then the assignments come naturally.
‘, ‘ It is compulsory to outsource such a project to European.EU regulations.
“,” The production in the Netherlands is too expensive.The trade unions carry a large responsibility for this.
And if the product does not meet the required requirements, it is the “fault” of the project manager.Project managers have the responsibility to ensure every part of the project; Be sure that the agreed specifications are complied with by the manufacturing parts.
Because there are no Dutch companies that can do it against the stated amount, with the stated quality.
There seemed to be cheaper companies elsewhere in Europe, but it is difficult to give the right assignment and then check if it is done properly.That is the fault of the client in any case.
Very simple: European tendering rules… we do follow but abroad which are less stringent.. Don’t think that a non-French company is easily gaining a tender in France..