TXU Electric Delivery Builds Partnership Future
The alliance between TXU and Capgemini was created relatively quickly, and unexpected issues arose. The formal contract is a good starting point to describe how to handle those concerns, but it can't answer all the questions. Teams must collaborate to address and solve problems.
The SLA describes specifically what the service provider will do and the level at which that work will be accomplished. It may include consequences when work isn't up to par as well as rewards when expectations are exceeded.
We evaluate decisions based on whether they support our strategic direction and how they will affect our cost structure. Capgemini Energy sometimes raises questions and concerns about our ideas. Because we formed this alliance in large part to bring in CGE's expertise, we, as the customer, have to be willing to listen and interact with them.
Special requests require a significant amount of management and oversight.
When Hurricanes Katrina, Rita and Wilma struck the Gulf Coast in the fall of 2005, TXU Electric Delivery utilized almost 1700 employees and contract support personnel to help restore electric service to some of the devastated areas.
Crews worked for weeks along the hurricanes' paths, and they completed their assignments with the highest levels of quality and safety. When they realized there was a shortage of transformers, the teams even relocated an Electric Delivery transformer repair shop to Louisiana instead of waiting for deliveries of new equipment. The Edison Electric Institute recognized these efforts with its Emergency Assistance Award.
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