Questionnaire for Research

Research Topic:
“Impact of resources management on Turnaround Maintenance in the Fertilizer
Industry in Pakistan in Economic Downturn”
* In this study we will analysis the contribution of critical resources management
i.e. OEM (the foreigners who come to perform maintenance on business critical
machines i.e. pumps, compressors, turbines and catalyst replacement jobs etc.).
The impact of long lead materials which are only recommended by OEMs to use in
the particular equipments / machines for maintenance or overhauling. Due to LCs
(letter of credits) not opening by State Bank of Pakistan due to deficiency of USD
and Industries are struggling hard to manage critical spares for business critical
equipments / machines. We explore what are the other ways which can be adopted
to cope up this situation especially in shaky economy.

Problem Statement:
The COVID-19 pandemic has indeed changed the pre-existing trends in supply
chain. In addition to, the shakeout economic occurrences generated rigorous
challenges to maintain and keep in operation business critical equipments of
fertilizer plants. The purpose of the study is to evaluate the impact of key factors of
resources management / arrangement before turnaround maintenance.

Objectives:
 Identification of current resources management processes
 Identification of critical resources required to execute turnround
maintenance effectively
 The impact of resources management on overall turnaround maintenance
Questionnaire:
Dear Participant,
We are conducting a research study to explore the strategies and challenges related
to resource management, including Original Equipment Manufacturers (OEMs)
and materials, during turnaround maintenance in fertilizer plants within the context
of economic instability in Pakistan. Your responses will greatly contribute to our
understanding of resource management practices. Please indicate your level of
agreement with the following statements using a Likert scale ranging from 1 to 5,
where 1 represents "Strongly Disagree" and 5 represents "Strongly Agree."
Instructions: Please indicate your level of agreement with each statement by
selecting the appropriate option on the Likert scale:
1. Strongly Disagree
2. Disagree
3. Neutral
4. Agree
5. Strongly Agree
Section 1: Participant Information
Gender: Male Female Other Prefer not to say
Years of experience in the fertilizer industry: ______
Options of industry
Total Years of Experience: ________
Designation:
options
Section 2: Resource Management for Turnaround Maintenance
Please rate your agreement with the following statements:
1.Strongly Disagree 2.Dis-agree 3.Neutral 4.Agree 5.Strongly Agree
1. Do your organization emphasizes on efficient resource allocation when it is
not easy to manage manpower for turnaround maintenance.
 2. Availability of skilled labor is a critical factor in success of turnaround
maintenance during economic crisis (in your opinion).

3. Our organization proactively identifies and addresses potential resource

shortages well in advance of turnaround maintenance.

4. Cross-functional (Other sections people) collaboration is encouraged to

optimize resource management during turnaround maintenance.

5. Collaborative planning involving various stakeholders(operations,

maintenance, supply chain) enhances our organization's ability to identify
resource bottlenecks and streamline resource management.

Section 3: Workforce Management

1. In your organization effective communication among different departments
(e.g., operations, maintenance, finance) is established prior to and during
turnaround maintenance planning:

2. In your organization a detailed plan that identifies the potential resource

constraints is developed before initiating turnaround maintenance.

3. Our organization incorporates lessons learned from past turnarounds into the
resource management strategy for turnaround maintenance.

4. Do you think cross-functional training and upskilling of workforce members

are crucial for flexible resource utilization during maintenance turnarounds
in tough economic times?
 5. During economic crisis, our organization adopts temporary workforce
adjustments (e.g., hiring contractors, reducing temporary staff) to manage
maintenance costs.

Section 4: Adaptability and Continual Improvement

1. During economic crisis, our organization considers alternative methods for
turnaround maintenance to optimize resource utilization.

2. Key performance indicators (KPIs) related to resource management are

regularly reviewed and adjusted based on changing economic conditions.

3. The organization invests in employee training and development to enhance

resource management skills during economic challenges.
Section 5: OEM Management
1. Do you think OEM support and collaboration are essential for the successful
execution of turnaround maintenance.

2. Our organization actively engages with OEMs to ensure timely availability

of technical expertise during turnaround maintenance.

3. Our organization actively engages OEMs to ensure online assistance if

availability of OEM at site is not possible during turnaround maintenance.

4. Our organization actively engages with vendors to ensure timely availability

of OEM spare parts during turnaround maintenance.

5. OEM support and collaboration are essential for the successful execution of
turnaround maintenance during economic crisis.
Section 6: Materials Management
1. In your opinion efficient materials management is a critical factor in
optimizing resource utilization during fertilizer plant turnaround
maintenance in uncertain economic times.

2. Our organization adopts a proactive approach to assess and secure necessary

materials in advance of turnaround maintenance during economic crisis.

3. Effective materials management minimizes project delays and cost overruns

during turnaround maintenance, especially in a shaky economy.

Section 7: Paying Foreign OEMs in Local Currency

1. Paying foreign OEMs in the local currency instead of foreign currency is a
cost-effective strategy for our organization during economic crisis.

2. Our organization actively explores options to negotiate with foreign OEMs

for transactions in local currency to mitigate exchange rate fluctuations and
ensure availability of OEM.

3. Paying foreign OEMs in local currency improves our organization's risk

management during shaky economic periods.

Section 8: Overall Perception – Overall Strategy

1. Overall, our organization effectively manages resources for turnaround
maintenance, even in economic crisis.

2. The importance of resource management is well-understood and

acknowledged at all levels of our organization.
 3. Our organization recognizes that effective resource management during
turnaround maintenance contributes to long-term sustainability, even in
economic crisis.
4. Continuous improvement of resource management strategies is a key aspect
of our organization's approach to navigating economic challenges.

5. Overall, our resource management practices have proven to be adaptable and

effective in ensuring successful turnaround maintenance during economic
crisis.

6. How severely has the recent economic crisis impacted your organization's
operations?
1 (Negligible Impact) 2 3 4 5 (Significant Impact)

Thank you for participating in this questionnaire. Your feedback is valuable for our
research.
The information collected in this survey will be used for research purposes only
and will be kept confidential.
 Questionnaire for Interview
I am confused in this questionnaire. We will rebuild it by discussion.

1. How do we measure the success or failure of our future shutdown (budget,

time, % work completed)?

2. When must all of our procurement activities be completed?

3. How will materials be stored and delivered during the shutdown?

4. How will we prepare the contractors prior to the start of the shutdown so that
they can engage the moment the shutdown begins without delay?

5. How will we perform a final check just prior to the shutdown, and are there
any conditions, should we find ourselves in that situation, that would cause
us to wave off or delay the start of our shutdown?

6. How will we ensure that we measure and communicate our success after the
fact, and equally as important, integrate the lessons we learn into our next
shutdown preparation?

7. What are the main challenges your organization faces in resource

management during turnaround maintenance in economic crises?
8. Based on your experience, what recommendations do you have for
improving resource management in the fertilizer industry during economic
crises?
9.