Innovative corporate management - Use of contract and definition of level of quality linked to a system of bonus/malus

摘要

Lars is active in the of Public Transport Authority of Stockholm, in short "SL". He bears the responsibility for planning and development of the traffic system as a whole, for procurement of traffic and station services and for monitoring and contract management. SL has the overall responsibility for all modes of public transport in the Stockholm region housing approx. 2 million inhabitants. SL has a very high market share in the transport market of Stockholm - 75% in the morning peak - and each year 670 million trips are made in the SL system. Lars has been working with outsourcing and procurement since more than ten years. All traffic and station services and other sub-services are now continuously being tendered in competition including bus, underground, commuter train and local train services. Lars also has a background in community planning. He has worked for twenty years in different parts of Sweden with planning, and co-ordination of projects etc. He has also acted as project leader of regional development plans and also for the promotion and localisation of a new infrastructure projects in the Stockholm region, leading investigations, analyses, lobbying, negotiations and planning. Public transport of the capital of Sweden has been procured in competition since fifteen years. Gradually new driving forces and incentives have been tested and some of them introduced in order to jointly focus the PTA and the operators on long term objectives and urgent customer needs. In bus and railway services incentive schemes are now used regarding e.g. punctuality, information, staff behaviour, sales and ticket control, cleaning of stations and vehicles. These schemes historically corresponds to 1-3% of contract sum. In the latest bus service contracts 15% of the total reimbursement is dependant on quality delivery. SL has progressively sharpened the requirements and also taken a number of initiatives in order to focus the operators on quality management. This is now leading to a reorientation and adaption of new methods in the quality management of the operators and of the industry in Sweden. Customer perception is gradually introduced as a base for evaluating the services provided. Customer related quality measures are consequently being introduced. Punctuality is not only expressed as a percentage of late buses or trains over a time period, but as a figure telling passenger excess waiting time. It should also be acknowledged that in other industries better precision in production and less variation leads to lower cost, more satisfied customers and owners. This certainly must be the case also in public transport. In the extensive procurements ahead, focus will be put on strong driving forces and incentives based on both actual performance and passenger perception. Within the formal framework of local public transport, the business model will give as much freedom as possible to the tendering companies and the future contractor to chose their own means of satisfying the requirements of the passengers and of SL.