Table 5 Findings and key quotes from...

Table 5

Findings and key quotes from Rail A

Rail A
Uncertainty	Rail A and their supplier jointly populated Rail's A asset management system with data: [37] “That is a system where we just share the data. They [the supplier] see everything in it, but I see that too” – Asset Manager 6 The supplier also collected data about their own activities and shared data with Rail A upon request: [38] “We want those suppliers to track and record this [data performance maintenance activities], and when we say “now I want to see it” you have to deliver it” – Asset Manager 5 There were some concerns that the supplier did not share all data they had and that the quality of data was not always of appropriate quality: [39] “We have experienced this every once in a while, that certain information is not provided, is not correct, is not complete, or does not meet the requirements” – Asset Manager 5
Equivocality	A large part of the data in Rail A's database did not correspond to the actual situation at Rail A's assets and, hence, should have been cleaned: [40] “In the past, this [data cleaning] has not yet been done correctly at Rail. There are a kind of improvement steps going on now. However, you are not completely up-to-date in your database with respect to what is actually outside at the moment” – Asset Manager 6 Even though they had the data, Rail A did not know what they wanted to do with the data: [41] “The question is: what will you do with it? Because yes, data are provided, but if you do not do anything else, you still do not have a KPI for your senior management and for your team” – Contract Manager 4

Rail A
Uncertainty	Rail A and their supplier jointly populated Rail's A asset management system with data: [37] “That is a system where we just share the data. They [the supplier] see everything in it, but I see that too” – Asset Manager 6 The supplier also collected data about their own activities and shared data with Rail A upon request: [38] “We want those suppliers to track and record this [data performance maintenance activities], and when we say “now I want to see it” you have to deliver it” – Asset Manager 5 There were some concerns that the supplier did not share all data they had and that the quality of data was not always of appropriate quality: [39] “We have experienced this every once in a while, that certain information is not provided, is not correct, is not complete, or does not meet the requirements” – Asset Manager 5
Equivocality	A large part of the data in Rail A's database did not correspond to the actual situation at Rail A's assets and, hence, should have been cleaned: [40] “In the past, this [data cleaning] has not yet been done correctly at Rail. There are a kind of improvement steps going on now. However, you are not completely up-to-date in your database with respect to what is actually outside at the moment” – Asset Manager 6 Even though they had the data, Rail A did not know what they wanted to do with the data: [41] “The question is: what will you do with it? Because yes, data are provided, but if you do not do anything else, you still do not have a KPI for your senior management and for your team” – Contract Manager 4

Rail A

Uncertainty

Rail A and their supplier jointly populated Rail's A asset management system with data: [37] “That is a system where we just share the data. They [the supplier] see everything in it, but I see that too” – Asset Manager 6

The supplier also collected data about their own activities and shared data with Rail A upon request: [38] “We want those suppliers to track and record this [data performance maintenance activities], and when we say “now I want to see it” you have to deliver it” – Asset Manager 5

There were some concerns that the supplier did not share all data they had and that the quality of data was not always of appropriate quality: [39] “We have experienced this every once in a while, that certain information is not provided, is not correct, is not complete, or does not meet the requirements” – Asset Manager 5

Equivocality

A large part of the data in Rail A's database did not correspond to the actual situation at Rail A's assets and, hence, should have been cleaned: [40] “In the past, this [data cleaning] has not yet been done correctly at Rail. There are a kind of improvement steps going on now. However, you are not completely up-to-date in your database with respect to what is actually outside at the moment” – Asset Manager 6

Even though they had the data, Rail A did not know what they wanted to do with the data: [41] “The question is: what will you do with it? Because yes, data are provided, but if you do not do anything else, you still do not have a KPI for your senior management and for your team” – Contract Manager 4

	Contractual Governance	Relational Governance
Information Acquisition	Rail specified clauses with respect to data usage (i.e. control) [42] “There is a certain clause in the PBC contract that clearly states that this and this must be reported by [supplier] to [Rail], and then [Rail] must act on it” – Asset Manager 6 [43] “It is stated there that every renovation that takes place or anything maintenance-related that is of importance for this equipment, that they must share it with us. The contract just states that they [maintenance suppliers] are the ones who are responsible” – Asset Manager 6 (2)Contract enforcement (i.e. control) was crucial, but had been deteriorating over time [44] “Enforcement needs to be tightened, as the department that used to enforce has been cut by 50%” – Asset Manager 6 [45] “Then the supplier's “beeping system” comes around. I do not deliver and I'll see if I hear something” – Contract Manager 4 [46] “Suppliers does not do as we have contracted. Sometimes the supplier “forgets” to deliver [data] and keeps quiet about it until we ask for it” – Contract Manager 4	Afraid of the consequences (e.g. penalties in case data showed that the supplier did not achieve all contract requirements), Rail A's supplier aimed to share the minimum accepted amount of data [47] “Data about maintenance activities is something the supplier makes a fuss about, so you have to ask for it all the time. They prefer to keep this a bit foggy” – Asset Manager 6 [48] “Certain things that might put the organisation in a bad, or in a less good, daylight… the supplier tries to cover this a bit” – Asset Manager 6 (2)Transparency might lead to non-compliance with tender regulations and thus Rail and their supplier refrained from sharing all data [49] “Transparency is not desirable. Maybe not from [Rail] either, but I am not sure about this” – Contract Manager 4
Information Transformation	Rail A required transformed information from suppliers and strictly checked everything they received [50] “They have to demonstrate on a monthly basis, by means of data, that the requirements we set in the contract, that they meet them” – Asset Manager 5 [51] “You also have to have strict control over everything that you receive. We are now trying to get more employees available to do the checks, because that is simply very important. [We need] to ensure that the IT guys have sufficient capacity to continue to do this well” – Asset Manager 6	Rail A distrusted any information shared by the supplier's higher-level managers [52] “The management of such a supplier are sent to bring a certain message. They try to make things more beautiful than they are” – Asset Manager 6 (2)Open communication with the supplier's operational level employees was established which led to additional information transformation [53] “You have the technical men that try to perform their work in a way that works best for the railroad tracks. So sometimes they say something that they perhaps should not have said” – Asset Manager 6 (3)Rail A refrained from establishing a common goal with the supplier to avoid non-compliance with tender regulations [54] “I fully understand what is behind it, the compliance issue. It just makes it very difficult for us to achieve a common goal with our supplier in the way that we would like” – Asset Manager 6

	Contractual Governance	Relational Governance
Information Acquisition	Rail specified clauses with respect to data usage (i.e. control) [42] “There is a certain clause in the PBC contract that clearly states that this and this must be reported by [supplier] to [Rail], and then [Rail] must act on it” – Asset Manager 6[43] “It is stated there that every renovation that takes place or anything maintenance-related that is of importance for this equipment, that they must share it with us. The contract just states that they [maintenance suppliers] are the ones who are responsible” – Asset Manager 6 (2)Contract enforcement (i.e. control) was crucial, but had been deteriorating over time [44] “Enforcement needs to be tightened, as the department that used to enforce has been cut by 50%” – Asset Manager 6[45] “Then the supplier's “beeping system” comes around. I do not deliver and I'll see if I hear something” – Contract Manager 4[46] “Suppliers does not do as we have contracted. Sometimes the supplier “forgets” to deliver [data] and keeps quiet about it until we ask for it” – Contract Manager 4	Afraid of the consequences (e.g. penalties in case data showed that the supplier did not achieve all contract requirements), Rail A's supplier aimed to share the minimum accepted amount of data [47] “Data about maintenance activities is something the supplier makes a fuss about, so you have to ask for it all the time. They prefer to keep this a bit foggy” – Asset Manager 6[48] “Certain things that might put the organisation in a bad, or in a less good, daylight… the supplier tries to cover this a bit” – Asset Manager 6 (2)Transparency might lead to non-compliance with tender regulations and thus Rail and their supplier refrained from sharing all data [49] “Transparency is not desirable. Maybe not from [Rail] either, but I am not sure about this” – Contract Manager 4
Information Transformation	Rail A required transformed information from suppliers and strictly checked everything they received [50] “They have to demonstrate on a monthly basis, by means of data, that the requirements we set in the contract, that they meet them” – Asset Manager 5[51] “You also have to have strict control over everything that you receive. We are now trying to get more employees available to do the checks, because that is simply very important. [We need] to ensure that the IT guys have sufficient capacity to continue to do this well” – Asset Manager 6	Rail A distrusted any information shared by the supplier's higher-level managers [52] “The management of such a supplier are sent to bring a certain message. They try to make things more beautiful than they are” – Asset Manager 6 (2)Open communication with the supplier's operational level employees was established which led to additional information transformation [53] “You have the technical men that try to perform their work in a way that works best for the railroad tracks. So sometimes they say something that they perhaps should not have said” – Asset Manager 6 (3)Rail A refrained from establishing a common goal with the supplier to avoid non-compliance with tender regulations [54] “I fully understand what is behind it, the compliance issue. It just makes it very difficult for us to achieve a common goal with our supplier in the way that we would like” – Asset Manager 6

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