Air Force Service Procurement: Approaches for Measurement by Laura H. Baldwin

By Laura H. Baldwin

To help the Air strength within the technique of altering how it purchases companies, this record stories similar advertisement quarter practices and indicates metrics to trace development and refine companies procurement efforts over the years.

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Additional resources for Air Force Service Procurement: Approaches for Measurement and Management

Sample text

4 lists two types of supplier satisfaction metrics discussed in interviews. 4 Supplier Satisfaction Metrics Supplier Satisfaction Metrics Description Supplier satisfaction ratings Responses from supplier satisfaction survey • Overall satisfaction • Satisfaction with specific dimensions of interactions • Satisfaction with different parts of the buying organization Complaints Supplier-initiated concerns ____________ 10 See also Duffy and Flynn (2003). , direct service users or contract managers. Rather than surveying the supplier as a monolithic entity, one firm tailors its survey components to different parts of the supplier’s organization.

As described in the previous chapter, customer satisfaction with services is typically assessed through some type of survey. Satisfaction ratings can be constructed for specific contracts or types of services and then aggregated into comprehensive measures by weighting ratings according to the percentage of expenditures they represent. Prior to assessing customer satisfaction, the AFPEO/CM will need to identify relevant customer organizations across the Air Force. It may be helpful to seek feedback from Air Force leadership to identify these groups.

Penney went through similar workforce development efforts and used certifications and supervisor/employee assessments to identify needs and measure progress (Strange, 2002; Hanson, 2002). See also Ausink, Baldwin, and Paul (2004) for more discussion about procurement personnel training. 34 Air Force Service Procurement: Approaches for Measurement and Management organizations. Indeed, the costs of retaining such employees may exceed the organization costs of replacing them. 14 Implementation Considerations.

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