Join Date: May 2012
Thanked 283 Times in 133 Posts
I'd promote a more healthy work relationship between the company and it's vendors. I'd do my best to work with the vendors to help them on bids, and work that can be completed while at the jobsite. Do this during their first 90 days. After that if they fail to progress, I'd curtail their work load and find another contractor.
I'd be less vague on just what "convey condition" means.
I'd revamp the work order instructions to be more concise on what is expected of the vendor.
I'D QUIT HIRING FREAKIN IDIOTS TO PROCESS INVOICES!!!!
I would not promote anyone to a supervisory position (not the regionals and folks answering the phone every day, their supervisors) until they have spent at least 2 weeks in the field working with a contractor. one week during winterization, one week during grass cuts. And they need to spend that time in the area they are going to supervise. Then have them train their team in what to look for and how to answer vendor questions.
I would not publish a memo without rolling it out to my employees, so they aren't blind sided by vendor questions.
Oh man, I'd could go on and on.
It's all about making money. But you don't have to screw everybody to make money. Set it up so the vendor makes you money, instead of just taking his money.