Building Procurement

As an industrial process, construction is unique. The procurement processes used to achieve the successful completion of built assets requires a different approach to that adopted in most other industries, due to the design of buildings being bespoke and the sites being geographically varied. The procurement process is central to the success of any construction project and many of the problems which impact construction projects can be traced back to the procurement phase, so a good understanding of the methods of procurement, the development of a procurement strategy and the influence it has on project success is essential for all those working in the industry.

Much has changed in the global construction industry since publication of the second edition ofBuilding Procurement,for example the increase in debt burden of many major economies, widespread adoption of Building Information Modelling (BIM) Technology in the industry and the United Kingdom's exit from the European Union. This new edition has been rewritten to take account of these significant developments, but at its core it continues to provide a critical examination and review of current procurement practices in the UK, continental Europe (including EU procurement procedures), China, Middle East and Sub-Saharan Africa and the USA. It retains its original strong emphasis on the need for clients to establish achievable objectives which reflect the project business case and focuses on development of suitable strategies and management structures to meet those objectives in the current construction climate.

Building Procurement will be essential reading for senior undergraduate and postgraduate students of construction management and practitioners working in all areas of construction management.

Autorentext

ABOUT THE AUTHORS

Roy Morledge is Professor Emeritus of Construction Procurement, Nottingham Trent University.Adrian Smith is a Senior Consultant in Procurement and Project Management at Stradia Ltd, Sheffield and former Visiting Professor at Nottingham Trent University. Adrian is also a Tutor at the College of Estate Management, Reading.Samuel Appiah is a Director at Stanwell Consulting Ltd and Principal Consultant at HLN Ltd. He is also a Part-time Tutor at Nottingham Trent University.

Inhalt

Preface to the Third Edition xvii

1 Introduction 1

References 5

2 Procurement Strategy: A Literature Review 7

Introduction and Early History 7

Procurement Route Selection Models 8

Towards a Broader View 9

Defining Project Success 11

Team Relationships, Supply Chain Management and Communication and Their Effect on Project Performance 12

Teamwork and Team Performance 12

Partnering: Introduction and Early Development 14

Partnering: A Critical Review 14

Partnering Variants 17

Partnering Dissected 17

Procurement and Multicultural Teams 18

Supply Chain Management 19

The Role of the Client in the Procurement Process 20

The Interrelationship Between the Components of the Overall Procurement Approach: Strategic Procurement Management 21

Legal and Contractual Issues, Including Public Sector Procurement Legislation, and Their Effect on Project Performance 22

International Procurement Comparisons and the Impact of Cultural Differences 24

Risk Allocation and Reward 26

Bid Evaluation Techniques 27

Environmental and Sustainability Issues and the Procurement of Construction Work 29

Sustainable Procurement for Construction Projects 31

Conclusion 32

References 33

3 Principles of Strategic Procurement 49

Introduction 49

Procurement: A Review of Theory and Practice 52

A Strategic Approach to Procurement 54

Components of the Procurement Process 54

Functional Needs Analysis 55

Development of an Overall Procurement Philosophy 55

Components of a Collaborative Relationship 57

Detailed Design of the Procurement Approach 59

Formalisation of Contractual Relationships 59

Selection of the Most Appropriate Partners 60

Implementation 61

Collaborative Procurement in the Public Sector 61

Conclusion 62

References 63

4 Public Sector Projects 65

Introduction: Why Should Public Sector Projects Be Different? 65

What Constitutes the Public Sector? 66

Central Government 67

Government and the Construction Industry 68

Building Information Modelling 70

Responsible Agencies 70

The Gateway Process 70

Local Government and Other Bodies Governed by Public Law 72

Best Value 73

The Public Contracts Regulations 2015 74

References 74

5 Project Initiation 77

Introduction 77

Strategic Fit 78

Payback 79

Assessment of Options 82

Achievability 83

Affordability 83

Defining the Project 84

Prioritisation of Objectives 84

Conclusion 86

References 87

6 Briefing and the Design Process 89

Introduction 89

Project Briefing: An Overview 89

Types of Construction Client 91

Questions to Determine the Type of Client 93

Time 93

Cost 93

Quality 94

Likelihood of Post-Contract Client Changes 94

Degree of Accountability Required 94

Project Complexity 94

The Briefing Process 94

Briefing: A Historical Perspective 95

Different Briefing Approaches 96

The Generic Types of Brief 97

Developing the Strategic Brief 98

Developing the Project Brief 99

The Project Execution Plan 100

What Issues Does the PEP Need to Address? 101

When Should It Be Prepared? 102

Who Prepares the PEP? 103

How Is the PEP Prepared? 103

Project Briefing: The Case of Hospitals 104

Critical Factors for Success in the Briefing Process 105 Referen...