Abstract
The overriding purpose for a client to undertake a construction project or a number of projects is to improve the effectiveness of his operations and hence service and profits, as was explained previously in section 2.1.5. The objective of both contractor and client can be expressed in terms concerned with the efficiency of the firm such as increasing profitability, improving service, maintaining existing clients and attracting new business. While professional practice/consultants may claim that they are less entrepreneurial than contracting organisations, conflicts, nevertheless, between the needs of individual firms and the needs of the project will arise398.
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References
Walker, 1996, p. 9.
Lamont, 2001 a).
Walker, 1996, p. 108.
Cox and Townsend, 1998, p. 326.
Walker, 1996, p. 9.
See chapter 3 for procurement types and their selection.
Lamont 2001 a).
Walker, 1996, pp. 98.
Ibid. p. 100.
Kubal, Miller and Worth, 2000, p. 23.
Ibid. p. 23; Seddon, 2001.
Kubal, Miller and Worth, 2000, p. 24.
Lampl, 2001.
Kubal, Miller and Worth, 2000, p. 18.
Ibid. pp. 18.
Ibid. p. 20.
Cox and Townsend, 1998, pp. 337; Tookey, Murray, Hardcastle and Langford, 2001, pp. 21.
Ibid. pp. 21–22.
Cox and Townsend, 1998, pp. 337.
Ibid. p. 340.
Ibid. p. 340.
BAA, 2001, pp. 10–11.
see section 2.2.3.
Walker, 1996, p. 118.
Brown, 2001.
Levey, 1999, p. 181.
Standard Form of Contract for Project Partnering by the Association of Consultant Architects, known as PPC 2000, and the New Engineering Contract Partnering Agreement are two such standard forms of partnership agreements.
For more information on Value Management, refer to: Male, et al., 1998 a), b).
Kubal, Miller and Worth, 2000, pp. 12–13.
Seely, 1997, p. 53.
Also referred to as supplier alliances, partnership sourcing and strategic alliance.
Ramsey, 1996 a).
Ramsey, 1996 b).
Cox and Townsend, 1998, pp. 341.
see also chapter 6.2.
Kubal, Miller and Worth, 2000, pp. 327.
National Audit Office, 2001.
Value for money gains are defined as improvements in the combination of whole life costs and quality that meet the user’s requirements. They will be secured as a result of positive actions by staff involved in commercial transactions. Office of Government Commerce, 2000.
Puddicombe, 1997, p. 247.
Ibid. p. 245.
Probably more pronounced in the Anglo-American sphere of influence.
Ibid.
Ibid.
Hughes, Gray and Murdoch, 1997, pp. 47.
See examples in section 4.5.2.
Ibid. p. 80.
Ibid. p. 46.
see also 6.3.5.
Kubal, Miller and Worth, 2000, p. 349.
Hill, 2000, p. 4.
Simm, 2000.
Ibid.
Walker, 1996, p. 116.
Ibid. p. 116.
Horner, 1999.
Kubal, Miller and Worth, 2000, pp. 339.
Ibid. pp. 339.
Ibid. p. 340.
Ibid. p. 340.
Ibid. p. 341.
also: Kubal, Miller and Worth, 2000, pp. 343.
Ling, Ofuri and Lam, 2000.
Task performance is the proficiency and skill in job-specific tasks.
Contextual activities arise because the consultants interact in an organisational setting instead of working by themselves, and, therefore, need to communicate with one another, co-ordinate, follow instructions and occasionally go beyond their job descriptions. Excellent contextual performance occurs when consultants have the appropriate soft skills.
Ibid.
Seely, 1997, pp. 89–90.
Porter, 1985, pp. 57.
A Small Medium Enterprise (SME) is an enterprise which has fewer than 250 employees, has either an annual turnover not exceeding 40 million Euro or an annual balance sheet total not exceeding 27 million Euro and conforms to the criteria of independence. These contain further stipulates that not more than 25% of a SME may be owned, either singly or jointly, by a large company. A small company must have less than 50 employees, an annual turnover not exceeding 7 million Euro or an annual balance sheet total not exceeding 5 million Euro. Companies with less than 10 employees will be considered “very small”. Cordis RTD, 2000.
Davey, Lowe and Duff, 2001, p. 42.
Ernzen and Schnexnayder, 2000, p. 57.
Burchardt, 2001, pp. 858.
Ibid. pp. 859.
Mehrtens, 1996.
refer also to: Porter, 1990, pp. 66.
Very good examples for this type of coalition are joint ventures between contractors and operators forming a Special Purpose Vehicle (SPV) for operating BOT infrastructure facilities.
Ibid. pp. 66.
Construction Industry Board, 1997, p. 7.
Costantino, Pietroforte and Hamill, 2001.
Kale and Arditi, 2001.
Hughes, Gray and Murdoch, 1997, pp. 10.
However, even in the United States little, if any, labour only subcontracting exists nowadays; Costantino, Pietroforte and Hamill, 2001. This incomplete form of contracting, although permitted in many countries but not generally in Germany, does not allow a clear cut transfer of responsibilities. Quality problems and claims occur at the interface between the supply and installation of components and materials. This possibility is avoided by main contractors in allowing full subcontracting to transfer risk and liability and also to manage the complexity of construction technology.
Construction Industry Board, 1997, p. 4.
Loh and Ofori, 2000.
Wong and Fung, 1999.
Ibid.
A hands-on account of specialist trade contractors in their role of subcontractor highlighting the need of positive co-operation, their significant input into a project and many of the difficulties experienced in their dealings with main contractors is given in: Building 26/10/2001.
Kale and Arditi, 2001.
Sözen and Kayahan, 2001.
Costantino, Pietroforte and Hamill, 2001.
Hughes, Gray and Murdoch, 1997, p. 17.
Construction Industry Board, 1997, p. 8.
e.g. Franks, 1997; 1998; Kniffka, pp. 46–65, Hofmann, pp. 66–75, Medicus, pp. 76–85, 1992; Passarge and Warner, 2001; Ruckteschler, 1988; Schwarz, 1996.
Levey, 1999, p. 39.
Kumaraswamy and Matthews, 2000.
Greenwood, 2001.
Winter and Preece, 2000.
see also section 4.5.4.
Kale and Arditi, 2001.
Costantino, Pietroforte and Hamill, 2001.
Ibid.
Ibid.
Sash, 1998.
Ibid.
Greenwood, 2001.
Ibid.
Institutionalists agree that a certain amount of organisational behaviour is really aimed at signalling legitimacy to key observers and confirming that the organisation conforms to expectations of how it should look and behave. Some aspects of organisational behaviour can be taken at face value, whereas others may represent a „largely ceremonial based structure“and involves simultaneous strategies of efficiency and leverage. Ibid.
Ibid.
Helmus and Weber, 2000.
Kumaraswamy and Matthews, 2000.
Helmus and Weber, 2000.
Ibid.
Ibid.
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Winter, C. (2003). The Relationships of a Design and Build Contractor with other Participants. In: Contractor-Led Procurement. Baubetriebswirtschaftslehre und Infrastrukturmanagement. Deutscher Universitätsverlag. https://doi.org/10.1007/978-3-322-81614-6_5
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