1. A streamlined client role January 17, 2013
Per Andersson
Head of Road and Rail
Engineering Section

2. This is why the Swedish Transport Administration was formed
An approach that embraces all means of transportation
A clearer customer perspective
Strong regional ties
A more efficient organisation
To support innovation and improvements to productivity in the construction work industry

3. and… Strategic challenges An energy-efficient transport system
Well adapted transport for passengers and freight in metropolitan areas
Efficient intermodal transport for trade and industry
A robust and reliable infrastructure
Trafikverket, a modern agency
and…
One objective of the formation of the Transport Administration was to contribute to increased productivity and innovation in the construction industry. The government has great expectations that the Swedish Transport Agency acting as the buyer will provide better opportunities for providers to be creative and find efficient solutions. The Authority's strategic challenges has been identified with help from a vision for transports in 2021 that has been set in a comparison with the present situation. The goal has mainly been based on the transport policy objectives and the needs of the citizens. In the analysis expected developments such as population, transportation needs, economy and implementation of transport plans has been taken in consideration.

4. …more value for the money

5. Several of our projects is working together …
PIA Develop ideas how to increase productivity, but also to develop methods for how productivity is measured
SISU 2013 Reviewing our methods and tools for strategic purchasing and procurement.
Research & Innovation Several projects within our R&I activity are running in order to increase productivity and meet the demands of both the market and the environment.

6. Roads and Railway For The Future
A National R&D Program For
Future Sustainable Road and Railway Engineering
Roads and Railway For The Future

7. The program is based on a broad cooperation between STA, universities, research institutes, contractors, suppliers and consultants.
Established to develop common goals, problem descriptions and a joint R & I agenda. Joint venture program of $30 million on research and development in road and rail engineering.

8. Establish a collaboration among stakeholders to identify, prioritize and fund important R & I efforts in the area. Create opportunities for creative small businesses to influence and participate in industry program of activities.
Ensuring access to appropriate and effective R & I environments

9. Several of our projects is working together …
PIA Develop ideas how to increase productivity, but also to develop methods for how productivity is measured
SISU 2013 Reviewing our methods and tools for strategic purchasing and procurement.
Research & Innovation Several projects within our R&I activity is running in order to increase productivity and meet the demands of both the market and the environment.
A streamlined client role Focus on the attitude which should characterize our way of conducting business based on our role as a client.

10. …increase rate of innovation
A streamlined client role – an approach where we create the conditions for the construction industry …
Developed client role in the Transport Administration is an approach that means we will: create conditions for the market and its driving forces for increased innovation and productivity develop our role and our actions as a client in order to provide a greater commitment and responsibility to the vendors provide conditions for increased competition and productivity in the construction industry.
…increase rate of innovation
…increase productivity
…take more responsibility
…increase competition

11. Overall objectives
Increase productivity, innovation and efficiency in the construction industry.
By 2014 the goal is to ”save” 425 million US$. Long term goal is to increase productivity
by 2-3% per year.
Trafikverket är en stor beställare i anläggningsbranschen och hanterar årligen cirka 30 miljarder kronor utifrån kontrakt inom investering och underhåll. Vi värdesätter varje krona och ser en stor potential att öka produktiviteten.
I vår roll som beställare och regelskrivande myndighet kan vi möjliggöra en förändring som leder till en ökad produktivitet. Men för att realisera potentialen krävs att alla parter i branschen medverkar. En grundförutsättning är en väl fungerande marknadsstruktur och en tillräcklig konkurrens.
Vår utgångspunkt är att skapa mer nytta för pengarna och bidra till en ökad produktivitet i anläggningsbranschen. Det återspeglar sig i våra satta målnivåer och ambitioner för såväl förslag på åtgärder som uppföljning.
På kortare sikt läggs speciellt fokus på att verkställa och följa upp effekter, säkerställa att det finns nödvändiga system och verktyg och att det kontinuerliga produktivitetsarbetet blir en naturlig och integrerad del av verksamheten.
Vi har strukturerat upp för vårt produktivitetsarbete utifrån Utmaning – Fokusområden – Projekt – Mål.
Utmaning. Vad är drivkraften till förändringen.
Fokusområden. Inom vilka områden finns effekten och därmed vårt fokus.
Projekt. Hur realiserar och implementerar vi.
Mål. Vad ska vi uppnå.

12. A streamlined client role
A great challenge that makes great demands on both the Transport Administration and our suppliers.
The focus is to Transport Administration to plan and run their business so as to create conditions for greater responsibility and commitment of our suppliers and that effective cooperation is facilitated.

13. A streamlined client role
Transfer the responsibility for projects and implementation to contractors, consultants as well as material suppliers
The logic behind this reasoning is based on our knowledge of how the market works, and our belief that competition creates innovative ways to solve old problems and with this win contracts.

14. Increased competition
The market continues to grow geographically
Our goal is to stimulate the development of an efficient market with many players, large and small, national as well as international, who are prepared to meet the challenges that come on the market
"We must always help the market develops and ensure that competition increases. It demands that we put out more work in the market who through to that will grow. "

15. Competition leads to savings
A good example of exposing market for competition … … is that the cost of operation and maintenance per railtrack meter has been substantially lowered and is now about 25% lower than before and this with no loss of quality and safety.

16. (Re)developed roles The transport administration will:
Create the conditions, set the requirements and perform quality assurance of the requested product(s)
Contractors/consultants will:
Organize and lead the planning.
Document, validate and quality assure.
Take full responsibility to deliver the requested product(s).

17. Vision – Construction contracts
Design & Build contracts with or without operation and maintenance : – the procured volume shall be at least:
20 %
2012
30 %
2013
40 %
2014
50 %
2018
Our vision means that the requirements for Contractor / Supplier is increasing, here are some examples:
Ability to innovate, both in design, technology, production methods, time and cost incentives, alternative traffic diversions etc.
Better planning, cutting down lead times and more industrial production, leading to more efficient resource utilization
Safety issues and other operating conditions must be observed´and be a basis for reimbursement for work performed.
Life Cost Analysis as a natural part of the work in the operating contracts
For maintenance in 2011 applied ABT 06 in more than 50% of expected contract sums. ABT 06 are general provisions on the general contracting for building, construction and installations.
The rules are for use in so-called turnkey projects, that is, contracts where the contractor, in addition to the actual execution, even to take up all or a substantial part of the construction.

18. Increasing demands on our contractors
Larger ability for alternative / innovative solutions
More efficient use of resources
Better planning and more industrial production
More transparent accounting, self-monitoring and verification
Increased expertise in managing projects
A greater focus on regulatory and safety requirements
Smarter temporary traffic solutions Foster working environment and "customer's customer"
LCC is a natural part of the work

19. Vision – Design contracts (consultants)
Investigation and planning:
– the procured volume at a fixed price shall be at least:
10 %
2012
20 %
2013
30 %
2014
40 %
2018
Vision: Consultants
Fixed Price contracts
Increasing interest to the project's overall economy
Process-oriented approach - safer delivery by the various project stages
Technical competence with executive insight

20. Increasing demands on our consultants
Description of the function already in early stages
Increased focus on the overall economy
More process-oriented way of working
Higher technical expertise
Documented experience feedback
Ability to develop a better knowledge about production
More consortia with foreign operators

21. We have to be a professional and competent client!
Increase the proportion of D&B projects
Increase the proportion of fixed price consulting contracts
Deep competence in management
No organizational boundaries
Develop our quality assurance practicies
Clear internal and external communication – On time
Clear goals – Change mindset - for the whole Transport Administration

22. We need to increase our ability to:
Formulate our requirements and contracts
Formulate functional and measurable requirements
Remove unnecessary deadlocks
Understand the suppliers' ability / shortcomings
Develop a model for quality assurance
Follow up, follow up and follow up …
We must also ensure ...

23. ... that our long-term planning is “just in time”
95% of the planned projects should be described according to the time line below
It requires that we improve our planning by:
Improve our planning and internal collaboration
January 15, 2012 for missions in 2013 January 31, 2013 for missions in 2014 June 15, 2013 for missions in The planning of missions and foresight in the process needs to be developed. What must in particular be worked on with are: To clarify the VP process and interaction between different VO / CF the construction document and production must be ordered at the same time to develop the forecasting process

24. Business forms streamlined client role implies the choice of:
Procurement procedure
Construction and / or consulting forms with the associated description
Form of reimbursement
Form of cooperation
The choice of business form is to be based on the project specific circumstances and the conditions on the suppliers markets and be done with a view to achieving competition, high productivity and increased innovation in the construction industry in both the short and long term.

25. Finally This is a big challenge – and we must do it together!
The streamlined client role requires a change in our approach. Therefore it is important that we and the suppliers dares to think further, to question old patterns, tread new paths and standing up for a new direction.
To act as buyers will mean a radical new way of working and change of roles both internally and in relation to our suppliers. The change will affect all areas of activity and key features which have been commissioned to create opportunities to pursue and act according to the decided orientation
This is a big challenge
– and we must do it together!