Competences of maintenance service suppliers servicing end‐customers
Competences of maintenance service suppliers servicing end‐customers
复制标题
为最终客户提供服务的维护服务供应商的能力
DOI：
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发表时间：
2010
期刊：
影响因子：
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通讯作者：
A. Straub
中科院分区：
文献类型：
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作者：
A. Straub
以服务为导向的建设项目意味着承包商在方法和工作流程上的重大变化，以及对承包公司进行重组的需要。基于绩效的方法的一个主要变化是承包商作为客户的维护工程顾问和最终客户的服务提供商。提供新的服务需要承包商提供额外的资源、技能和能力。在基于绩效的维护合作伙伴关系中，承包商有责任在整个合同期内通过处理计划和被动维护，对建筑部件的商定性能以及客户和最终客户的满意度负责。终端客户特别关注被动维护或日常维护。满意度受维修结果，特别是维修服务交付过程的影响。维护承包商需要全寿命成本、关键绩效指标和服务水平等概念的知识，还需要沟通和同理心技能，尤其是在与终端客户打交道时。
Service‐led construction projects imply major changes in methods and work processes for contractors and a need to reorganize the contracting company. A major change within a performance‐based approach is that contractors act as maintenance‐engineering consultants to clients and as service providers to end‐customers. Offering new services demands additional resources, skills and competences of contractors. In performance‐based maintenance partnerships contractors have the responsibility for the agreed performance of building components and clients’ and end‐customers’ satisfaction during the entire contract period by handling planned and reactive maintenance. End‐customers are particularly concerned with reactive or daily maintenance. Satisfaction is affected by the result of maintenance and especially the maintenance service delivery process. Maintenance contractors need knowledge about concepts such as whole‐life costing, key performance indicators and service levels, and need communication and empathy skills, especially in dealing with end‐customers.