Rolling stock procurement measures
| Name of the measure | Description | Counting directions | Relevant factors |
|---|---|---|---|
| Reducing the cost of purchases | Use of the LCC index as an evaluation criterion in the tendering process | Main factors influencing the whole-life cost (LCC) of rolling stock: the cost of purchasing rolling stock; the cost of maintaining the rolling stock over a 15-year cycle; cost of energy consumption | Verification and enforcing LCC factors upon receipt of vehicle: maintenance costs - subcontracting technical maintenance to a manufacturer; energy consumption cost - vehicle mass index per passenger; mass of the vehicle by weighing |
| Increase in passenger transport market share | Increase in financial receipts as a result of increased interest in travel on purchased trains | % increase in passenger transport after last tender | Optimal specification and orientation to customer/passenger needs |
| Savings | Unit price reduction | % of the highest bid | Reduction of the result of negotiations in relation to the first offer |
| Increasing passenger satisfaction | % reduction in the number of complaints after the implementation of the last tender | Number of complaints lodged in period t/Number of complaints in period t−1 | Drawing up product specifications taking into account passengers' needs, including relying on surveys |
| Increase in passenger numbers | % increase in the number of passengers after the implementation of the last tender | Number of passengers in year t/Number of passengers in year t −1 *t − 12 months after delivery and operation of the new rolling stock | Drawing up product specifications taking into account passengers' needs, including relying on surveys |
| Process improvement | The average tender duration of the last 5 years will indicate the efficiency of the process. The shorter the time the more efficient the process was | Average duration of the tender from the appointment of the Tender Committee to the signing of the minutes of the supplier selection | Identification of factors in historical tendering procedures that affect the length of proceedings and their elimination or reduction to a minimum |
| Process improvement | Canceled proceedings are equivalent to the non-implementation of the purchase plan. The more cancellations, the less efficient the bidding process | Ratio of tender procedures cancelled/resumed vs. the number of tenders conducted in a given category in a given time period | Streamlining of processes at the level of appropriate choice of tender procedure |
| Increasing the transparency of expenditure | Transparency of expenditures | Ratio of % of procedures conducted under a tender procedure other than open tender procedure | In the course of strategy building, assessment of the possibility of using a tender procedure other than the open tender procedure |
| Availability of vehicles | Readiness of rolling stock | Rolling Stock Availability at a minimum of 95% per annum except in the year of P4 service where a Rolling Stock Availability of at least 91% per annum is required | Preparation of specifications clearly defining quality requirements |
| Availability of vehicles | The reliability factor of the rolling stock | A rolling stock reliability factor of at least 98 % | Preparation of specifications clearly defining quality requirements |
| Improving employee engagement and skills | Degree of implementation of training plans | Min, one training per year, per employee | In order to increase the qualifications of employees, professional training is necessary, as well as participation of merchants in conferences/meetings/congresses/workshops related strictly to the rolling stock topic |
| Name of the measure | Description | Counting directions | Relevant factors |
|---|---|---|---|
| Reducing the cost of purchases | Use of the LCC index as an evaluation criterion in the tendering process | Main factors influencing the whole-life cost (LCC) of rolling stock: the cost of purchasing rolling stock; the cost of maintaining the rolling stock over a 15-year cycle; cost of energy consumption | Verification and enforcing LCC factors upon receipt of vehicle: maintenance costs - subcontracting technical maintenance to a manufacturer; energy consumption cost - vehicle mass index per passenger; mass of the vehicle by weighing |
| Increase in passenger transport market share | Increase in financial receipts as a result of increased interest in travel on purchased trains | % increase in passenger transport after last tender | Optimal specification and orientation to customer/passenger needs |
| Savings | Unit price reduction | % of the highest bid | Reduction of the result of negotiations in relation to the first offer |
| Increasing passenger satisfaction | % reduction in the number of complaints after the implementation of the last tender | Number of complaints lodged in period t/Number of complaints in period t−1 | Drawing up product specifications taking into account passengers' needs, including relying on surveys |
| Increase in passenger numbers | % increase in the number of passengers after the implementation of the last tender | Number of passengers in year t/Number of passengers in year t −1 | Drawing up product specifications taking into account passengers' needs, including relying on surveys |
| Process improvement | The average tender duration of the last 5 years will indicate the efficiency of the process. The shorter the time the more efficient the process was | Average duration of the tender from the appointment of the Tender Committee to the signing of the minutes of the supplier selection | Identification of factors in historical tendering procedures that affect the length of proceedings and their elimination or reduction to a minimum |
| Process improvement | Canceled proceedings are equivalent to the non-implementation of the purchase plan. The more cancellations, the less efficient the bidding process | Ratio of tender procedures cancelled/resumed vs. the number of tenders conducted in a given category in a given time period | Streamlining of processes at the level of appropriate choice of tender procedure |
| Increasing the transparency of expenditure | Transparency of expenditures | Ratio of % of procedures conducted under a tender procedure other than open tender procedure | In the course of strategy building, assessment of the possibility of using a tender procedure other than the open tender procedure |
| Availability of vehicles | Readiness of rolling stock | Rolling Stock Availability at a minimum of 95% per annum except in the year of P4 service where a Rolling Stock Availability of at least 91% per annum is required | Preparation of specifications clearly defining quality requirements |
| Availability of vehicles | The reliability factor of the rolling stock | A rolling stock reliability factor of at least 98 % | Preparation of specifications clearly defining quality requirements |
| Improving employee engagement and skills | Degree of implementation of training plans | Min, one training per year, per employee | In order to increase the qualifications of employees, professional training is necessary, as well as participation of merchants in conferences/meetings/congresses/workshops related strictly to the rolling stock topic |
Source(s): Authors’ own elaboration based on Innorail Project
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