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February 8-10, 2010 - Houston, TX
Contractor Management Strategies 2010
for Maintenance and Reliability Organizations |
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Tuesday, February 9, 2010
| 8:00 |
Registration & Breakfast |
| 9:00 |
Chairman’s Welcome and Opening Remarks |
| 9:10 |
Optimized Contractor Management: A View From Across The Pond |
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- A match made in heaven? Evaluating differing contractor partnership models
- Streamlining contractor processes – visas, permits and inductions
- Establishing the right levels of on-site contractor supervision
- Planning qualified resources effectively – coping with scarce resources
- The why and when of training contracted staff
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Dirk Frame, Partner, T.A. Cook Consultants, Ltd. |
| 10:00 |
Engaging Contractor Support For Your Continuous Improvement Process |
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The 21st century strategy for contractors is to make them a partof the business. They should understand that their primary responsibility is to make the client company profitable. This contribution is typically termed “continuous improvement”, best practice, innovation, cost or downtime avoidance, increased quality, reputation enhancement and the like.
Many would view this as counter intuitive because the contractor also has a business and its mission is also to make money. This is where the contract structure becomes crucially important. This discussion looks at how Newmont Mining has brought contractors fully into continuous improvement efforts, including:
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- Reconciling the business goals of both contractor and client
- Challenges of lowest bidder or performance based contract strategies
- Setting up contracts that support client business aims
- Agreeing KPIs, targets, bonus and malus conditions
- Monitoring and measuring performance in practice
- Sharing Newmont’s experience; trouble spots and successes
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Harold Gudmundsen, Director, Global Maintenance, Newmont Mining Corporation |
| 10:50 |
Morning Refreshments |
| 11:20 |
Developing a Partnership Between Procurement And The Internal Maintenance Stakeholder to Optimize Contractor Management and Monitoring Throughout the Contract Lifetime |
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- Setting the scene – defining why an internal partnership felt may be necessary?
- The potential benefits
- What is expected from the operations?
- Overcoming stakeholder resistance to a partnership
- Separating fact from fiction
- Managing the internal partnership process to present ‘one face to the market’
- A sourcing project: What does it mean in practice?
- Examining the benefits to date and next steps
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Tamara A. Garrett, CEO, T.A. Garrett & Associates, LLC; Founder and Executive Director, Environmental Justice League, Inc. |
| 12:10 |
Managing Department of Defense Contractors in Iraq and Afghanistan |
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- Outlining current contractor trends in Iraq and Afghanistan
- Detailing the role of contractors in both theatres of operation
- Measures the Department of Defense has taken to improve oversight of contractors
- Contracting issues that have led to hearings on Capitol Hill and new legislation
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Major Daniel R. Palmeter, Contracting Officer, PEO Aviation, Army Acquistion Corps |
| 1:00 |
Lunch |
| 2:00 |
Building An Operational Excellence Strategy And Culture Between Contractor And Client |
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Operational Excellence is a subject which can easily be lost in discussion of best practices and benchmarking. The fact is that while bechmarks may point the way, what should be considered operational excellence in one company need not be so in another. Contractors can provide valuable input into an operational excellence strategy, drawing on their own culture and experience, and equally the contractor will need to modify their own approaches for the client. The process of striking the right balance to enable both parties to excel is a challenging one, but in this session we will clarify some of the methods, discussion points and dangers on the road to gaining an operational excellence program that integrates, and benefits from, your contractors. |
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Stuart Swanger, Director of Operational Excellence & Maintenance, Aramark International |
| 2:50 |
Afternoon Refreshments |
| 3:10 |
Setting the Right Payment Structure To Assure The Efficiency Of Contractors In The Field |
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Time and equipment-based contracts can work well, but with field contractors there are additional elements of risk. Without careful controls it is possible to end up paying considerably more than necessary for jobs due to inefficient work practices. Based on real life experiences within Xcel Energy, you’ll compare the benefits and risks of paying per unit of work against time and equipment based contracts. |
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- Shifting the cost burden of process inefficiency onto the contractor using payment per unit of work
- Clearly defining ‘a unit’ of work for a contractor and agreeing what needs to happen to complete a unit
- When is it possible or reasonable to determine a unit?
- Setting a fair price for a unit of work – how do you know what’s fair?
- Assuring efficiency from field contractors under a time & equipment based contract
- When does this work better than unit based contracting?
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Jeffrey O. Custer, Manager of Design, Construction, Operations & Maintenance, Xcel Energy |
| 4:00 |
Managing Maintenance Contractors in NASA’s Unique Organization |
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- With a very diverse asset base, where can and should maintenance contractors be used?
- How does NASA address any safety or security implications of contractor usage?
- Where specialist or unique equipment is being maintained, how do you train and retain contractors' skills?
- How do you manage contractors and their contracts across multiple sites and a wide range of activity?
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William McNally, Assistant Administrator for Procurement and Deputy Chief Acquisition Officer, NASA |
| 4:50 |
Chairman’s Wrap Up and Opportunity for Further Questions |
| 5:00- 6:30 |
Evening Networking Reception |
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