Table 6 Findings and key quotes from...

Table 6

Findings and key quotes from Rail B

Rail B
Uncertainty	Data about failures were directly entered into Rail B's asset management, both by their own employees as well as the supplier's employees [55] “They do that, we use [software package]. It actually contains everything about such a failure. What happened, what they did about it” – Asset Manager 7
Equivocality	Rail B's employees tried to make sense of the data themselves but could not extract all information from the available data [56] “I like the fact that we can now predict with data in advance which switches function and which switches do not, so that we can make adjustments” – Asset Manager 8 [57] “I rely on data from the inspection train. It [results from inspection train data] is all good and we are doing pretty well in terms of failures. But I also do not have everything in sight and neither do the inspectors” – Contract Manager 5 (2)To assist transformation activities, Rail B's area manager reached out to the supplier at times [58] “We have a lot of contact with each other, we look for solutions together, and I try to inform them in time when I see problems coming up” – Asset Manager 7

Rail B
Uncertainty	Data about failures were directly entered into Rail B's asset management, both by their own employees as well as the supplier's employees [55] “They do that, we use [software package]. It actually contains everything about such a failure. What happened, what they did about it” – Asset Manager 7
Equivocality	Rail B's employees tried to make sense of the data themselves but could not extract all information from the available data [56] “I like the fact that we can now predict with data in advance which switches function and which switches do not, so that we can make adjustments” – Asset Manager 8[57] “I rely on data from the inspection train. It [results from inspection train data] is all good and we are doing pretty well in terms of failures. But I also do not have everything in sight and neither do the inspectors” – Contract Manager 5 (2)To assist transformation activities, Rail B's area manager reached out to the supplier at times [58] “We have a lot of contact with each other, we look for solutions together, and I try to inform them in time when I see problems coming up” – Asset Manager 7

Rail B

Uncertainty

Data about failures were directly entered into Rail B's asset management, both by their own employees as well as the supplier's employees

[55] “They do that, we use [software package]. It actually contains everything about such a failure. What happened, what they did about it” – Asset Manager 7

Equivocality

Rail B's employees tried to make sense of the data themselves but could not extract all information from the available data

[56] “I like the fact that we can now predict with data in advance which switches function and which switches do not, so that we can make adjustments” – Asset Manager 8[57] “I rely on data from the inspection train. It [results from inspection train data] is all good and we are doing pretty well in terms of failures. But I also do not have everything in sight and neither do the inspectors” – Contract Manager 5

(2)To assist transformation activities, Rail B's area manager reached out to the supplier at times

[58] “We have a lot of contact with each other, we look for solutions together, and I try to inform them in time when I see problems coming up” – Asset Manager 7

	Contractual Governance	Relational Governance
Information Acquisition	Rail B's contract stipulated that the supplier must share data upon request (i.e. control) [59] “If one of our inspectors has been outside and comes back with the message “that does not look good”, we [Rail] can request all their inspection reports” – Asset Manager 8 (2)Rail B's contract also described the role and responsibilities of the supplier (i.e. coordination) [60] “We prescribe what the standard is. The qualitative standard it [assets and related data] must meet and then they [supplier] are free to try to achieve this” – Asset Manager 8 (3)Rail became increasingly strict in enforcing their contracts (control) [61] “You can clearly see that Rail has also more strictly enforced these maintenance contracts in recent years” – Contract Manager 5	Suppliers seemed hesitant to be completely transparent to Rail [62] “But they [supplier] also see things outside that we [Rail] have not seen that they are not going to report. That is just how it works” – Contract Manager 5 (2)Rail B did not blindly enforce the contract and their penalties all the time, but aimed to keep the supplier's point of view in mind and informed them about the need of contractual agreements [63] “I especially think deviations should not be used for all that is not good, because if you impose a deviation for everything that is incorrect, a supplier will be paid nothing” – Contract Manager 5 [64] “We do not push the contract to the background. Of course it is important that you have a good relationship, but it is also important to clearly explain what the contract is for” – Asset Manager 8
Information Transformation	Rail B required their supplier to transform data from their inspection rounds into information about assets' condition and how assets could best be maintained [65] “Inspection reports, maintenance plans… we can request this on demand.” – Asset Manager 8 (2)Rail B checked all the information that was supplied by their supplier [66] “It is about procedural matters, but also just whether the information is good” – Contract Manager 5	Rail B aimed to invest in relational norms to foster open sharing of information and that motivated both parties “to go the extra mile”, allowing flexible contract application [67] “In other contract areas that have the same supplier, the teams are much stricter, but the collaboration is not going that well over there and there is a lot of hassle” – Contract Manager 5 [68] “In any case, I like the fact that we have a good relationship with our [maintenance] supplier, which means that we get a lot of things done that do not happen in other regions. I think you will be better off with that in the end” – Contract Manager 5

	Contractual Governance	Relational Governance
Information Acquisition	Rail B's contract stipulated that the supplier must share data upon request (i.e. control) [59] “If one of our inspectors has been outside and comes back with the message “that does not look good”, we [Rail] can request all their inspection reports” – Asset Manager 8 (2)Rail B's contract also described the role and responsibilities of the supplier (i.e. coordination) [60] “We prescribe what the standard is. The qualitative standard it [assets and related data] must meet and then they [supplier] are free to try to achieve this” – Asset Manager 8 (3)Rail became increasingly strict in enforcing their contracts (control) [61] “You can clearly see that Rail has also more strictly enforced these maintenance contracts in recent years” – Contract Manager 5	Suppliers seemed hesitant to be completely transparent to Rail [62] “But they [supplier] also see things outside that we [Rail] have not seen that they are not going to report. That is just how it works” – Contract Manager 5 (2)Rail B did not blindly enforce the contract and their penalties all the time, but aimed to keep the supplier's point of view in mind and informed them about the need of contractual agreements [63] “I especially think deviations should not be used for all that is not good, because if you impose a deviation for everything that is incorrect, a supplier will be paid nothing” – Contract Manager 5[64] “We do not push the contract to the background. Of course it is important that you have a good relationship, but it is also important to clearly explain what the contract is for” – Asset Manager 8
Information Transformation	Rail B required their supplier to transform data from their inspection rounds into information about assets' condition and how assets could best be maintained [65] “Inspection reports, maintenance plans… we can request this on demand.” – Asset Manager 8 (2)Rail B checked all the information that was supplied by their supplier [66] “It is about procedural matters, but also just whether the information is good” – Contract Manager 5	Rail B aimed to invest in relational norms to foster open sharing of information and that motivated both parties “to go the extra mile”, allowing flexible contract application [67] “In other contract areas that have the same supplier, the teams are much stricter, but the collaboration is not going that well over there and there is a lot of hassle” – Contract Manager 5[68] “In any case, I like the fact that we have a good relationship with our [maintenance] supplier, which means that we get a lot of things done that do not happen in other regions. I think you will be better off with that in the end” – Contract Manager 5

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