List and rating of activities
| Practice | ID | Activity name | Mean rating |
|---|---|---|---|
| P1 | 1.02 | Develop tools and templates (e.g. contract templates, supplier database, performance evaluation checklist) | 3.67 |
| P1 | 1.10 | Set up framework agreements (non-binding contracts for longer duration which are ready-to-use in case of need) | 3.63 |
| P1 | 1.08 | Perform regular assessments of service provider market (e.g. searching for new providers, market prices, cost structure of providers) | 3.56 |
| P1 | 1.09 | Run pre-qualification and pre-selection procedures (e.g. request for information, to have reference list of ready-to-use providers) | 3.56 |
| P1 | 1.03 | Train employees on outsourcing (e.g. on tender processes, contracting, vendor management) | 3.52 |
| P1 | 1.06 | Exchange best practices and templates with other humanitarian organizations | 3.52 |
| P1 | 1.01 | Develop guidelines and standard operating procedures for outsourcing (e.g. process descriptions, approval workflows) | 3.50 |
| P1 | 1.05 | Perform regular lessons learnt sessions within team to enable organizational learning | 3.46 |
| P1 | 1.04 | Establish internal group of experts for outsourcing of logistics (e.g. in central procurement offices) | 3.08 |
| P1 | 1.07 | Engage professional (external) support for outsourcing (e.g. experts for tender process or contract design) | 2.76 |
| P2 | 2.02 | Develop exact understanding of service needs and requirements | 3.65 |
| P2 | 2.03 | Source multiple alternative providers for same service (e.g. to reduce risks) | 3.56 |
| P2 | 2.07 | Perform regular risk analysis and develop contingency plans (e.g. availability of alternative providers) | 3.56 |
| P2 | 2.08 | Discuss and plan fallback options (=plan B) with providers (e.g. alternative routes for transportation) | 3.48 |
| P2 | 2.04 | Negotiate with providers based on consolidated demands (e.g. across areas or countries) | 3.42 |
| P2 | 2.01 | Align plan for engagement of logistics providers with overall logistics strategy | 3.35 |
| P2 | 2.05 | Coordinate service purchases with other aid agencies (e.g. alignment of plans to avoid competition or joint tendering of services to increase bargaining power) | 3.22 |
| P2 | 2.06 | Plan budget for handling of challenges during engagements | 3.08a |
| P2 | 2.09 | Negotiate prices for potential future service requirements with provider (even if these services are not required right away) | 3.00a |
| P3 | 3.08 | Carefully document every purchase (from request to decision) | 3.78 |
| P3 | 3.02 | Allow exceptions from general process for urgent or emergency procurements (with adequate approval workflow) | 3.67 |
| P3 | 3.05 | In case of emergencies, send request for proposal only to limited number of providers (minimum three) | 3.52 |
| P3 | 3.07 | Involve tender committee to steer procurement for long-term and framework agreements | 3.48 |
| P3 | 3.03 | Use open tenders for long-term and framework agreements (i.e. publication of request for tender) | 3.46 |
| P3 | 3.04 | In case of one-time services (e.g. single transport order), send request for proposal only to limited number of providers (minimum three) | 3.44 |
| P3 | 3.06 | Use direct negotiations with providers (without competitive bidding process) only in cases of very high urgency | 3.23a |
| P3 | 3.01 | Align service procurement process with public procurement regulations and donor requirements | 3.11a |
| P4 | 4.02 | Specify detailed service expectations and requirements when sending request for proposal (e.g. deadlines, technical specifications, documentation requirements) | 3.81 |
| P4 | 4.03 | Describe details of bidding process when sending request for proposal (e.g. administrative requirements, timeline) | 3.74 |
| P4 | 4.04 | Describe selection and decision process when sending request for proposal (e.g. relevant selection criteria) | 3.56 |
| P4 | 4.01 | Highlight context of operation and specifics of humanitarian operation when sending request for proposal (urgency, criticality, etc.) | 3.52 |
| P4 | 4.06 | Attach questionnaire to gather further information on provider when sending request for proposal (e.g. company information, experience, customer references) | 3.44 |
| P4 | 4.05 | Attach standardized bid template when sending request for proposal (which can be used by providers for making their bid) | 3.33 |
| P4 | 4.07 | Attach draft contract when sending request for proposal | |
| P5 | 5.08 | Perform background checks on provider (e.g. regarding independence, legal compliance, working conditions, financial health) | 3.70 |
| P5 | 5.06 | Ask providers for track records (credentials) and customer references | 3.44 |
| P5 | 5.09 | Perform site visits, physical checks (e.g. of trucks) and field assessments | 3.37 |
| P5 | 5.05 | Ask for recommendations within own network (other aid agencies, suppliers, service providers, local authorities) | 3.33 |
| P5 | 5.02 | Approach as many potential providers with a request for proposal (or quotation) as possible (minimum three) | 3.30 |
| P5 | 5.03 | Leave enough time for service providers to respond to request for proposal (or quotation) | 3.26 |
| P5 | 5.01 | Ensure good media support for publication of open tenders | 3.15 |
| P5 | 5.07 | Perform bid presentations and questioning of representatives | 3.15 |
| P5 | 5.04 | Develop understanding of preferred type of logistics service provider (e.g. rather small or big, international or local, asset-based or non-asset-based providers) | 3.04 |
| P5 | 5.10 | Test new providers before full engagement (e.g. in less important operations or with short contract durations) | 3.04 |
| P6 | 6.04 | Include service-level agreements and performance indicators into the contract (e.g. deadlines, response times) | 3.67 |
| P6 | 6.08 | Describe detailed provider responsibilities in contract (e.g. documentation, reporting) | 3.67 |
| P6 | 6.03 | Describe scope of services in detail in contract (e.g. in-scope vs out-of-scope) | 3.63 |
| P6 | 6.09 | Describe indemnities, liquidated damages or penalties in contract (e.g. for product damages or theft) | 3.59 |
| P6 | 6.05 | Describe structure of service fees and payment terms in contract | 3.52 |
| P6 | 6.06 | Include duration of contract and rules for contract extension in contract | 3.52 |
| P6 | 6.11 | Include provisions for adjustments and termination of contract | 3.44 |
| P6 | 6.14 | Include code-of-conduct and data protection clauses (e.g. non-disclosure agreement) into the contract | 3.41 |
| P6 | 6.12 | Clarify process for arbitration of disputes in contract | 3.38 |
| P6 | 6.10 | Regulate insurance coverage in contract | 3.37 |
| P6 | 6.13 | Clarify legal framework (e.g. court of jurisdiction, governing law) in contract | 3.33 |
| P6 | 6.07 | Describe mode of cooperation in contract (e.g. ordering process, planning process) | 3.15 |
| P6 | 6.02 | Describe context of operation and specifics of humanitarian mission in contract (e.g. urgency, criticality) | 2.85 |
| P6 | 6.01 | For one-time services (e.g. single transport orders), limit contract to most important elements (e.g. by e-mail confirmation) | 2.59 |
| P7 | 7.03 | Define adequate documentation as precondition for payments (e.g. provision of waybills) | 3.70 |
| P7 | 7.01 | Avoid payments in advance | 3.08a |
| P7 | 7.05 | Design contracts as open-book (i.e. providing full transparency on true cost of provider) | 3.04a |
| P7 | 7.02 | Design service fee as performance based (i.e. decrease of service fee for performance below target) | 2.92a |
| P7 | 7.04 | Offer (automatic) contract extensions for satisfactory performance | 2.50a |
| P8 | 8.10 | Avoid communicating sensitive data to provider (e.g. beneficiary lists, budget) | 3.62 |
| P8 | 8.04 | In longer-term contracts, include sufficient provisions for termination of contract (e.g. because of funding issues, end of mission) | 3.56 |
| P8 | 8.06 | Obtain written commitment of provider to adhere to agreed service fees (e.g. by using fixed price contracts) | 3.56 |
| P8 | 8.03 | In longer-term contracts, avoid exclusivity clauses (i.e. restriction to single service providers) | 3.54 |
| P8 | 8.05 | In longer-term contracts, include future price adjustments according to market valuation (e.g. alignment with best published price) | 3.38 |
| P8 | 8.08 | Avoid (impression of) too close personal relationships with provider (e.g. because of potential criticism of bribes) | 3.37 |
| P8 | 8.07 | Have all contracts reviewed by legal expert | 3.35 |
| P8 | 8.09 | Follow-up in written on all oral communication to have proof of conversation | 3.30 |
| P8 | 8.02 | In longer-term contracts, avoid volume commitments (e.g. minimum service volume) | 3.22 |
| P8 | 8.01 | Set short contract duration (e.g. one-time services) in case of high uncertainty (e.g. economic volatility, chaotic situations, at the beginning of an operation) | 2.85a |
| P9 | 9.01 | Monitor execution of activities by service provider (e.g. status tracking) | 3.56 |
| P9 | 9.02 | Perform inspections and audits (e.g. product quality, documentation compliance) | 3.56 |
| P9 | 9.09 | Maintain record of performance for each provider | 3.50 |
| P9 | 9.04 | Use a limited number of qualitative and quantitative performance indicators | 3.35 |
| P9 | 9.03 | Run performance review in regular intervals (e.g. in fixed time intervals or at milestones) | 3.30 |
| P9 | 9.07 | Measure provider against benchmarks (e.g. best-performing service provider) | 3.23 |
| P9 | 9.06 | Involve provider in definition of performance metrics | 3.15 |
| P9 | 9.08 | Involve multiple people into evaluation of service (e.g. recipient of deliveries) | 3.11 |
| P9 | 9.05 | Set up performance metrics which measure “humanitarian performance” (no business-as-usual KPIs) | 3.04 |
| P10 | 10.10 | Always keep own commitments (e.g. compliance of promised payments) | 3.78 |
| P10 | 10.09 | Be flexible if changes to agreed terms are required | 3.28 |
| P10 | 10.11 | Share projections (e.g. future service demands) with provider | 3.28 |
| P10 | 10.03 | Give feedback to loosing tenderers on rejection decision (e.g. reason of rejection) | 3.27 |
| P10 | 10.05 | Review the contract in detail together with the service provider | 3.27 |
| P10 | 10.07 | Define relationship manager on both sides (management level) | 3.26 |
| P10 | 10.01 | In case of open publication of service request, additionally send direct invite to important providers | 3.04a |
| P10 | 10.04 | Set up contracts with “longer duration” (e.g. multiple months) | 3.04a |
| P10 | 10.06 | Explain specifics of humanitarian context to managerial and operational staff of provider in person | 3.04 |
| P10 | 10.02 | Preferentially select providers with which you have experience in working together | 2.96a |
| P10 | 10.08 | Have selected staff of provider working in your organization for some time | 2.58a |
| P11 | 11.01 | Negotiate and fix fair service fees (which allow adequate profits for provider) | 3.20 |
| P11 | 11.02 | In longer-term contracts, include future price adjustments based on official cost index (e.g. fuel price index) | 3.15a |
| P11 | 11.08 | Acknowledge good performances of provider (e.g. in letter of reference or letter of acknowledgment) | 3.15 |
| P11 | 11.05 | Link service fees to actual costs of service provider (e.g. cost-plus contract) | 2.57 |
| P11 | 11.03 | Design service fee as performance based (i.e. increase of service fee for performance above target) | 2.44a |
| P11 | 11.07 | Let provider benefit from publicity (“humanitarian image”) | 2.40a |
| P11 | 11.10 | Make faster payments in case of good performance | 2.23a |
| P11 | 11.04 | Offer (automated) contract extensions for satisfactory performance | 2.08a |
| P11 | 11.06 | Guarantee fixed minimum payment to provider (independent of transaction volume) | 2.04a |
| P11 | 11.09 | Reward service provider team with gifts (e.g. family trips) | 1.08 |
| P12 | 12.03 | Communicate frequently, honestly and transparently | 3.67 |
| P12 | 12.01 | Define and document contact persons and numbers with 24/7 availability on both sides (incl. backups) | 3.50 |
| P12 | 12.08 | Work together to find joint solutions for issues and challenges and support provider on his tasks | 3.37 |
| P12 | 12.05 | Proactively share all relevant information with provider | 3.33 |
| P12 | 12.09 | Provide continuous performance feedback to provider and conduct regular lessons learnt sessions with provider | 3.30 |
| P12 | 12.10 | Involve provider in internal training (e.g. standard operating procedures, best practices) | 3.00a |
| P12 | 12.02 | Involve provider in logistics planning of operation | 2.92a |
| P12 | 12.04 | Work face to face whenever possible | 2.92a |
| P12 | 12.06 | Exchange information with provider through electronic data interchange (EDI) | 2.76 |
| P12 | 12.07 | Allow provider access to parts of own IT system (e.g. for warehouse services) | 2.21a |
| Practice | ID | Activity name | Mean rating |
|---|---|---|---|
| P1 | 1.02 | Develop tools and templates (e.g. contract templates, supplier database, performance evaluation checklist) | 3.67 |
| P1 | 1.10 | Set up framework agreements (non-binding contracts for longer duration which are ready-to-use in case of need) | 3.63 |
| P1 | 1.08 | Perform regular assessments of service provider market (e.g. searching for new providers, market prices, cost structure of providers) | 3.56 |
| P1 | 1.09 | Run pre-qualification and pre-selection procedures (e.g. request for information, to have reference list of ready-to-use providers) | 3.56 |
| P1 | 1.03 | Train employees on outsourcing (e.g. on tender processes, contracting, vendor management) | 3.52 |
| P1 | 1.06 | Exchange best practices and templates with other humanitarian organizations | 3.52 |
| P1 | 1.01 | Develop guidelines and standard operating procedures for outsourcing (e.g. process descriptions, approval workflows) | 3.50 |
| P1 | 1.05 | Perform regular lessons learnt sessions within team to enable organizational learning | 3.46 |
| P1 | 1.04 | Establish internal group of experts for outsourcing of logistics (e.g. in central procurement offices) | 3.08 |
| P1 | 1.07 | Engage professional (external) support for outsourcing (e.g. experts for tender process or contract design) | 2.76 |
| P2 | 2.02 | Develop exact understanding of service needs and requirements | 3.65 |
| P2 | 2.03 | Source multiple alternative providers for same service (e.g. to reduce risks) | 3.56 |
| P2 | 2.07 | Perform regular risk analysis and develop contingency plans (e.g. availability of alternative providers) | 3.56 |
| P2 | 2.08 | Discuss and plan fallback options (=plan B) with providers (e.g. alternative routes for transportation) | 3.48 |
| P2 | 2.04 | Negotiate with providers based on consolidated demands (e.g. across areas or countries) | 3.42 |
| P2 | 2.01 | Align plan for engagement of logistics providers with overall logistics strategy | 3.35 |
| P2 | 2.05 | Coordinate service purchases with other aid agencies (e.g. alignment of plans to avoid competition or joint tendering of services to increase bargaining power) | 3.22 |
| P2 | 2.06 | Plan budget for handling of challenges during engagements | 3.08a |
| P2 | 2.09 | Negotiate prices for potential future service requirements with provider (even if these services are not required right away) | 3.00a |
| P3 | 3.08 | Carefully document every purchase (from request to decision) | 3.78 |
| P3 | 3.02 | Allow exceptions from general process for urgent or emergency procurements (with adequate approval workflow) | 3.67 |
| P3 | 3.05 | In case of emergencies, send request for proposal only to limited number of providers (minimum three) | 3.52 |
| P3 | 3.07 | Involve tender committee to steer procurement for long-term and framework agreements | 3.48 |
| P3 | 3.03 | Use open tenders for long-term and framework agreements (i.e. publication of request for tender) | 3.46 |
| P3 | 3.04 | In case of one-time services (e.g. single transport order), send request for proposal only to limited number of providers (minimum three) | 3.44 |
| P3 | 3.06 | Use direct negotiations with providers (without competitive bidding process) only in cases of very high urgency | 3.23a |
| P3 | 3.01 | Align service procurement process with public procurement regulations and donor requirements | 3.11a |
| P4 | 4.02 | Specify detailed service expectations and requirements when sending request for proposal (e.g. deadlines, technical specifications, documentation requirements) | 3.81 |
| P4 | 4.03 | Describe details of bidding process when sending request for proposal (e.g. administrative requirements, timeline) | 3.74 |
| P4 | 4.04 | Describe selection and decision process when sending request for proposal (e.g. relevant selection criteria) | 3.56 |
| P4 | 4.01 | Highlight context of operation and specifics of humanitarian operation when sending request for proposal (urgency, criticality, etc.) | 3.52 |
| P4 | 4.06 | Attach questionnaire to gather further information on provider when sending request for proposal (e.g. company information, experience, customer references) | 3.44 |
| P4 | 4.05 | Attach standardized bid template when sending request for proposal (which can be used by providers for making their bid) | 3.33 |
| P4 | 4.07 | Attach draft contract when sending request for proposal | |
| P5 | 5.08 | Perform background checks on provider (e.g. regarding independence, legal compliance, working conditions, financial health) | 3.70 |
| P5 | 5.06 | Ask providers for track records (credentials) and customer references | 3.44 |
| P5 | 5.09 | Perform site visits, physical checks (e.g. of trucks) and field assessments | 3.37 |
| P5 | 5.05 | Ask for recommendations within own network (other aid agencies, suppliers, service providers, local authorities) | 3.33 |
| P5 | 5.02 | Approach as many potential providers with a request for proposal (or quotation) as possible (minimum three) | 3.30 |
| P5 | 5.03 | Leave enough time for service providers to respond to request for proposal (or quotation) | 3.26 |
| P5 | 5.01 | Ensure good media support for publication of open tenders | 3.15 |
| P5 | 5.07 | Perform bid presentations and questioning of representatives | 3.15 |
| P5 | 5.04 | Develop understanding of preferred type of logistics service provider (e.g. rather small or big, international or local, asset-based or non-asset-based providers) | 3.04 |
| P5 | 5.10 | Test new providers before full engagement (e.g. in less important operations or with short contract durations) | 3.04 |
| P6 | 6.04 | Include service-level agreements and performance indicators into the contract (e.g. deadlines, response times) | 3.67 |
| P6 | 6.08 | Describe detailed provider responsibilities in contract (e.g. documentation, reporting) | 3.67 |
| P6 | 6.03 | Describe scope of services in detail in contract (e.g. in-scope vs out-of-scope) | 3.63 |
| P6 | 6.09 | Describe indemnities, liquidated damages or penalties in contract (e.g. for product damages or theft) | 3.59 |
| P6 | 6.05 | Describe structure of service fees and payment terms in contract | 3.52 |
| P6 | 6.06 | Include duration of contract and rules for contract extension in contract | 3.52 |
| P6 | 6.11 | Include provisions for adjustments and termination of contract | 3.44 |
| P6 | 6.14 | Include code-of-conduct and data protection clauses (e.g. non-disclosure agreement) into the contract | 3.41 |
| P6 | 6.12 | Clarify process for arbitration of disputes in contract | 3.38 |
| P6 | 6.10 | Regulate insurance coverage in contract | 3.37 |
| P6 | 6.13 | Clarify legal framework (e.g. court of jurisdiction, governing law) in contract | 3.33 |
| P6 | 6.07 | Describe mode of cooperation in contract (e.g. ordering process, planning process) | 3.15 |
| P6 | 6.02 | Describe context of operation and specifics of humanitarian mission in contract (e.g. urgency, criticality) | 2.85 |
| P6 | 6.01 | For one-time services (e.g. single transport orders), limit contract to most important elements (e.g. by e-mail confirmation) | 2.59 |
| P7 | 7.03 | Define adequate documentation as precondition for payments (e.g. provision of waybills) | 3.70 |
| P7 | 7.01 | Avoid payments in advance | 3.08a |
| P7 | 7.05 | Design contracts as open-book (i.e. providing full transparency on true cost of provider) | 3.04a |
| P7 | 7.02 | Design service fee as performance based (i.e. decrease of service fee for performance below target) | 2.92a |
| P7 | 7.04 | Offer (automatic) contract extensions for satisfactory performance | 2.50a |
| P8 | 8.10 | Avoid communicating sensitive data to provider (e.g. beneficiary lists, budget) | 3.62 |
| P8 | 8.04 | In longer-term contracts, include sufficient provisions for termination of contract (e.g. because of funding issues, end of mission) | 3.56 |
| P8 | 8.06 | Obtain written commitment of provider to adhere to agreed service fees (e.g. by using fixed price contracts) | 3.56 |
| P8 | 8.03 | In longer-term contracts, avoid exclusivity clauses (i.e. restriction to single service providers) | 3.54 |
| P8 | 8.05 | In longer-term contracts, include future price adjustments according to market valuation (e.g. alignment with best published price) | 3.38 |
| P8 | 8.08 | Avoid (impression of) too close personal relationships with provider (e.g. because of potential criticism of bribes) | 3.37 |
| P8 | 8.07 | Have all contracts reviewed by legal expert | 3.35 |
| P8 | 8.09 | Follow-up in written on all oral communication to have proof of conversation | 3.30 |
| P8 | 8.02 | In longer-term contracts, avoid volume commitments (e.g. minimum service volume) | 3.22 |
| P8 | 8.01 | Set short contract duration (e.g. one-time services) in case of high uncertainty (e.g. economic volatility, chaotic situations, at the beginning of an operation) | 2.85a |
| P9 | 9.01 | Monitor execution of activities by service provider (e.g. status tracking) | 3.56 |
| P9 | 9.02 | Perform inspections and audits (e.g. product quality, documentation compliance) | 3.56 |
| P9 | 9.09 | Maintain record of performance for each provider | 3.50 |
| P9 | 9.04 | Use a limited number of qualitative and quantitative performance indicators | 3.35 |
| P9 | 9.03 | Run performance review in regular intervals (e.g. in fixed time intervals or at milestones) | 3.30 |
| P9 | 9.07 | Measure provider against benchmarks (e.g. best-performing service provider) | 3.23 |
| P9 | 9.06 | Involve provider in definition of performance metrics | 3.15 |
| P9 | 9.08 | Involve multiple people into evaluation of service (e.g. recipient of deliveries) | 3.11 |
| P9 | 9.05 | Set up performance metrics which measure “humanitarian performance” (no business-as-usual KPIs) | 3.04 |
| P10 | 10.10 | Always keep own commitments (e.g. compliance of promised payments) | 3.78 |
| P10 | 10.09 | Be flexible if changes to agreed terms are required | 3.28 |
| P10 | 10.11 | Share projections (e.g. future service demands) with provider | 3.28 |
| P10 | 10.03 | Give feedback to loosing tenderers on rejection decision (e.g. reason of rejection) | 3.27 |
| P10 | 10.05 | Review the contract in detail together with the service provider | 3.27 |
| P10 | 10.07 | Define relationship manager on both sides (management level) | 3.26 |
| P10 | 10.01 | In case of open publication of service request, additionally send direct invite to important providers | 3.04a |
| P10 | 10.04 | Set up contracts with “longer duration” (e.g. multiple months) | 3.04a |
| P10 | 10.06 | Explain specifics of humanitarian context to managerial and operational staff of provider in person | 3.04 |
| P10 | 10.02 | Preferentially select providers with which you have experience in working together | 2.96a |
| P10 | 10.08 | Have selected staff of provider working in your organization for some time | 2.58a |
| P11 | 11.01 | Negotiate and fix fair service fees (which allow adequate profits for provider) | 3.20 |
| P11 | 11.02 | In longer-term contracts, include future price adjustments based on official cost index (e.g. fuel price index) | 3.15a |
| P11 | 11.08 | Acknowledge good performances of provider (e.g. in letter of reference or letter of acknowledgment) | 3.15 |
| P11 | 11.05 | Link service fees to actual costs of service provider (e.g. cost-plus contract) | 2.57 |
| P11 | 11.03 | Design service fee as performance based (i.e. increase of service fee for performance above target) | 2.44a |
| P11 | 11.07 | Let provider benefit from publicity (“humanitarian image”) | 2.40a |
| P11 | 11.10 | Make faster payments in case of good performance | 2.23a |
| P11 | 11.04 | Offer (automated) contract extensions for satisfactory performance | 2.08a |
| P11 | 11.06 | Guarantee fixed minimum payment to provider (independent of transaction volume) | 2.04a |
| P11 | 11.09 | Reward service provider team with gifts (e.g. family trips) | 1.08 |
| P12 | 12.03 | Communicate frequently, honestly and transparently | 3.67 |
| P12 | 12.01 | Define and document contact persons and numbers with 24/7 availability on both sides (incl. backups) | 3.50 |
| P12 | 12.08 | Work together to find joint solutions for issues and challenges and support provider on his tasks | 3.37 |
| P12 | 12.05 | Proactively share all relevant information with provider | 3.33 |
| P12 | 12.09 | Provide continuous performance feedback to provider and conduct regular lessons learnt sessions with provider | 3.30 |
| P12 | 12.10 | Involve provider in internal training (e.g. standard operating procedures, best practices) | 3.00a |
| P12 | 12.02 | Involve provider in logistics planning of operation | 2.92a |
| P12 | 12.04 | Work face to face whenever possible | 2.92a |
| P12 | 12.06 | Exchange information with provider through electronic data interchange (EDI) | 2.76 |
| P12 | 12.07 | Allow provider access to parts of own IT system (e.g. for warehouse services) | 2.21a |
Notes: Scale: 1 – not useful; 2 – somewhat useful; 3 – useful; 4 – very useful. aNo consensus among panelists (IQR>1.0 and/or rwg⩽0.3)
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