Abstract
As was pointed out in chapter two, the Design and Build contractor, in order to deliver an integrated service, be the first point of contact for a client in need of construction services and who may be expected to extend the services offered to include the full support over the life-cycle of the building, has to concentrate his efforts on integrating the full supply chain, including design, technological expertise, management skills and business acumen. He has to optimise the use of preferred modalities of co-operation and be expert in handling subcontractors and suppliers as not only befits a single, but a succession of projects for a variety of clients. However, as the previous chapter illustrated, the majority of main contractors does not as yet seem to have grasped this precept to active competitive advantage. The wider appearance of contractor-led contracting, which stresses the integration of all contributors to a project, may bring about a change in behaviour, facilitated by greater potential and incentive for a main contractor to adopt a more intelligent procurement style.
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References
See sections 2.2.3 and 5.3.2.
also refer to: Picot, 1991.
Classical construction here refers to site based construction operations excluding pre-fabricated components, which is, however, on the increase to overcome just this problem. The key to successful pre-fabrication is flexibility of components and fabrication methods, to ensure widest possible application and acceptance without excessive amendments.
Herdt, 2000.
Cox and Townsend, 1998, p. 227.
Ibid. p. 233.
see also 6.3..4
Linden, 1999.
also refer to: Cox and Townsend, 1998, p. 228.
Ibid. p. 228.
The term “supplier” is used in its broadest sense here, as it can refer to any form of contractor, consultant, subcontractor or materials and plant supplier at any position within the supply chain.
see also section 4.5.3.
Hill, 2000.
Kubal, Miller and Worth, 2000, pp. 297–398.
Hughes, Gray and Murdoch, 1997, p. 45.
Ibid. p. 45.
Levey, 1999, pp. 247, 266.
The intent of the contract documents is to include all of the work required to complete the project, except as specifically excluded. No adjustment shall be made if the contract sum of a contractor has not been aware or anticipated work as may be required to provide a fully functioning building.
Ibid. p. 248.
Kubal, Miller and Worth, 2000, p. 338.
Ibid. p. 400.
Ibid. p. 401.
Hill, 2000.
Ibid.
Ramsey, 1996 a).
Ibid.
Ibid.
Cox and Townsend, 1998, p. 40.
Ramsey, 1996 a).
Cox and Townsend, 1998; Hamm, 1997; Picot, 1991; Pisoni, 2001; Ramsey, 1996 a).
see also section 6.1.1.
Cox and Townsend, 1998; Hamm, 1997; Ramsey, 1996 a).
Product quality in this context is to be understood in terms of functionality and fitness for purpose meeting or exceeding the expected or specified standard.
This is perhaps a worthwhile place to point out that although any strategically important factor is specific to a particular organisation, not every conceivable specific task is equally at the same time strategically important. Therefore, a degree of specificity in itself is not necessarily an indicator of a significant level of strategic importance to a firm, see also: Picot, 1991.
see also section 6.1.3.
Cox and Townsend, 1998; Hamm, 1997; Pisoni, 2001; Ramsey, 1996 a); Schulze, 1997.
see also section 5.3.1.
see also section 6.2.4.
see also section 5.1.2.
An ABC analysis is a hierarchical ranking for the selection of products or services, which are to be analysed for added value. Three categories of A, B and C are formed, which satisfy the most important, important and unimportant items. The following selection criteria may be used for example: turnover, overhead contribution, cost content or value to quality relationships. Brüssel, 1995, p.l.
Ready-mix concrete, reinforcement and cement are often performed as a single package by a framework subcontractor.
adapted from: Pisoni, 2001.
Pisoni, 2001, p. 31
Construction Industry Board, 1997, p. 8.
e.g. CIOB, 1997 a), p. 53; CIOB, 1997 b); Construction Industry Board, 1997, p. 9.
Ibid.
Lists should be as short as possible, consistent with the objective of receiving a sufficient number of compliant tenders. They should generally be selective where the requirements are more complex and, therefore, the tendering process more costly.
Ibid. p. 12.
CIOB, 1995.
Construction Industry Board, 1997, p. 15.
see also chapter 3.6.
Ibid. p. 17.
Ibid. p. 19.
CIOB, 1997 a), p. 183.
Tendering is a separate and subsequent commercial and management function based upon the net cost estimate.
Ibid. p. 1
McCaffer and Baldwin, 1995; pp. 37.
CIOB, 1997 a), p. 32.
Jacob, Winter and Stuhr, 2002, p. 22.
Construction Industry Board, 1997, p. 8.
A method a client can use to introduce an element of competition into the selection of a Design and Build contractor to be solely responsible for whole project delivery (see also advantages and disadvantages 4.3.2 and 4.4.2 respectively).
see also section 3.3.3.
Such as relational-led, strategic or bottleneck types of procurement relationships.
Ibid. p. 8.
Cox and Townsend, 1998, p. 240.
Ibid. p. 243.
Ibid. p. 224.
Hill, 2000. 579
For further, more detailed information on the background and implementation of Value Management and Value Engineering, see: Male, et al., 1998 a); b).
See also Figure 3 in section 2.2.1.
See also section 6.1.2.
For further information about KPIs, refer to: The KPI Working Group, 2000.
Hughes, Gray and Murdoch, 1997, p. 45.
Ibid. p. 52.
For example, where the procurement management of the specialist contractors has failed to bring them into the development process at the right time for dimensioning to be clarified in the design process, physical clashes can easily arise on site. These lead to delay whilst they are resolved and site adaptation of prefabricated components may be necessary, negating the advantages of prefabrication.
Ibid. p. 48
Ibid. p. 49
Ibid. p. 51
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Winter, C. (2003). Working with Subcontractors. In: Contractor-Led Procurement. Baubetriebswirtschaftslehre und Infrastrukturmanagement. Deutscher Universitätsverlag. https://doi.org/10.1007/978-3-322-81614-6_6
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