Programme Procurement in Construction
Learning from London 2012
(Sprache: Englisch)
The book deals with the procurement of large construction programmes and projects. It concentrates on setting out the key factors leading to successful, effective and efficient procurement strategies. The approach ensures that a whole picture emerges of the...
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The book deals with the procurement of large construction programmes and projects. It concentrates on setting out the key factors leading to successful, effective and efficient procurement strategies. The approach ensures that a whole picture emerges of the capabilities of all firms and suppliers involved in the process, a picture that is different from the sum of its parts.
The experience and knowledge gleaned from running extremely large infrastructure and building projects forms a unique opportunity to give aspiring construction managers the know-how to undertake major projects and run them more successfully, more efficiently and more reliably than has hitherto been the case. The same techniques can be applied to smaller construction projects than the Olympic Games and Crossrail. Construction is central to the techniques describes but the lessons learned can be applied more generally. They can also be used in different types of complex programmes, where work is subcontracted, and to countries throughout the world, wherever major project are undertaken.
The processes described here will help senior management worldwide working on large construction projects reduce waste and deliver projects faster. The book will also be of great benefit to contractors in the supply chain who, in turn will be able to improve their management of their own suppliers.
The experience and knowledge gleaned from running extremely large infrastructure and building projects forms a unique opportunity to give aspiring construction managers the know-how to undertake major projects and run them more successfully, more efficiently and more reliably than has hitherto been the case. The same techniques can be applied to smaller construction projects than the Olympic Games and Crossrail. Construction is central to the techniques describes but the lessons learned can be applied more generally. They can also be used in different types of complex programmes, where work is subcontracted, and to countries throughout the world, wherever major project are undertaken.
The processes described here will help senior management worldwide working on large construction projects reduce waste and deliver projects faster. The book will also be of great benefit to contractors in the supply chain who, in turn will be able to improve their management of their own suppliers.
Klappentext zu „Programme Procurement in Construction “
This book ... adds to the impressive 'legacy' of learning which is still emerging from the successful delivery of the London 2012 construction programme. The authors combine the reforming zeal of a champion for change, who was there every step of the way, with academic rigour, and the result is delivered with impressive passion and commitment to the topic ... All spenders and suppliers need to read this, to understand how conventional understandings of procurement fall so dramatically short when applied to high value-high risk acquisitions, which invariably is what large construction projects represent.' Don Ward, Chief Executive, Constructing Excellence, UKSuccessful construction is often attributed to one or more aspects of the delivery process from good planning, design and clever engineering to efficient project management and quality construction. Before any of these disciplines can begin, they all require some form of procurement to select the team or supply chain to meet a client's or a project's specific requirements. The concept of PSE - Purchase and Supplier Engineering - originated in the procurement of the construction and infrastructure required to stage the 30th Olympiad in London during 2012. At the time of writing PSE has successfully delivered almost £25bn of public procurement meeting client and project requirements and without legal challenge.
The construction of the venues and infrastructure needed to stage London 2012 was such a resounding success that it boosted not only the reputation of the UK construction industry but also the confidence of the UK population in the country's ability to organise, build and run a major international event. Its success has been lauded as something from which clients and industry could learn. The ODA has established a comprehensive and informative body of evidence as part of a Learning Legacy. While the ODA is well aware of the many elements of the procurement and supply chain management, the
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complete end to end concept of how the Olympic supply chain procurements were managed has until now not been captured.
For example, how does one buy the stage for an Olympic Games? How does one manage the details of thousands of contracts and the many firms of contractors, subcontractors and material suppliers and ensure that no one organisation adversely affects any other to the detriment of the programme? How are a client's requirements beyond those of the capital asset realised as part of the investment? How does one measure programme exposure, or manage performance? How does one measure capacity and the ability of firms to cope with the work and manage the risks involved?
Programme Procurement in Construction: Learning from London 2012 covers the planning and preparation of a programme's procurement processes from understanding and developing the client's requirements, to monitoring performance based on the benchmarks contractors set out in their own tender submissions. The emphasis is on a close attention to detail to avoid surprises, while keeping a focus on the total programme. Purchase and Supplier Engineering provides an overview of managing the interest of firms in participating and the resulting capacity and workloads of all suppliers, including the main contractors and the critical subcontractors and material suppliers.
Offering techniques, tips and lessons learnt from the implementation of PSE on London 2012 and Crossrail, this book is aimed at public and private sector clients, developers, senior management and those businesses and professionals involved in undertaking the procurement, supply chain management and delivery of multiple construction projects or complex major construction programmes.
For example, how does one buy the stage for an Olympic Games? How does one manage the details of thousands of contracts and the many firms of contractors, subcontractors and material suppliers and ensure that no one organisation adversely affects any other to the detriment of the programme? How are a client's requirements beyond those of the capital asset realised as part of the investment? How does one measure programme exposure, or manage performance? How does one measure capacity and the ability of firms to cope with the work and manage the risks involved?
Programme Procurement in Construction: Learning from London 2012 covers the planning and preparation of a programme's procurement processes from understanding and developing the client's requirements, to monitoring performance based on the benchmarks contractors set out in their own tender submissions. The emphasis is on a close attention to detail to avoid surprises, while keeping a focus on the total programme. Purchase and Supplier Engineering provides an overview of managing the interest of firms in participating and the resulting capacity and workloads of all suppliers, including the main contractors and the critical subcontractors and material suppliers.
Offering techniques, tips and lessons learnt from the implementation of PSE on London 2012 and Crossrail, this book is aimed at public and private sector clients, developers, senior management and those businesses and professionals involved in undertaking the procurement, supply chain management and delivery of multiple construction projects or complex major construction programmes.
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Inhaltsverzeichnis zu „Programme Procurement in Construction “
About the authors xiList of fi gures and tables xiii
Forewords from Sir John Armitt CBE, Howard Shiplee CBE, Martin Rowark and Professor Geoffrey E. Petts xv
Preface xix
List of acronyms xxvii
1. Purchase and Supplier Engineering and the London 2012 Olympics 1
Introduction 3
The concept of Purchase and Supplier Engineering 4
Programme organisation - an Olympic case study 8
Procurement organisation structure - the Olympic Delivery Authority 11
Roles and responsibilities 11
Projects and programmes 13
Concluding remarks 14
Reference 15
2. A framework for understanding markets in construction 17
Introduction 18
Managing the supply market 19
The client and construction 23
Projects, programmes and construction dynamics 25
The client and the supply chain 27
Defi ning the supply chain 28
Outsourcing and subcontracting 31
Understanding and managing confl ict in construction 34
Concluding remarks 39
References 40
3. The client's values and the balanced scorecard 43
Introduction 44
Developing a framework for measuring performance 46
All from a project vision 47
Performance measurement 50
Using balanced scorecards to communicate values and measure performance 53
Developing a balanced scorecard 56
Measures including key performance indicators 58
Construction KPI measures of economic sustainability 58
Social sustainability: Respect for people KPI measures 59
Environmental sustainability: Environmental KPI measures 59
Creating appropriate KPIs from a project vision and scorecard 62
Concluding remarks 63
References 64
4. Packaging and contracting strategies 65
Introduction 66
What, why and how to buy
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68
Packaging strategy 70
Gestalt theory 73
Programme clusters 75
Programme application 78
Contracting strategy 79
Forms of contract used in the 2012 Olympics procurement 79
Classifi cation of contracts 82
Concluding remarks 85
References 88
5. Common component and commodity strategies 89
Introduction 90
The benefi ts of a common component strategy 91
Factors infl uencing the procurement of common components 93
Market leverage 93
Supply chain security 95
Future maintenance and operations 95
Design effi ciencies 96
Developing a common component strategy 96
Stage 1: Performance criteria 97
Stage 2: Assessment of benefi ts of implementing a common component strategy 98
Stage 3: The benefi ts of a common component purchasing strategy 99
The common component procurement strategy 100
Concluding remarks 102
References 102
6. Engaging with suppliers: How to attract suppliers and increase interest and awareness 103
Introduction 105
Gathering market intelligence 107
Supplier dialogue 109
One-way supplier dialogue - Supply chain events 110
One-way supplier dialogue - Industry days 110
One way supplier dialogue - One-to-one meetings 111
One-way supplier dialogue - Meet the buyer events 112
One-way supplier dialogue - Meet the contractor events 113
One-way supplier dialogue - Supplier guide 114
One-way supplier dialogue - Business opportunities website 115
One-way supplier dial
Packaging strategy 70
Gestalt theory 73
Programme clusters 75
Programme application 78
Contracting strategy 79
Forms of contract used in the 2012 Olympics procurement 79
Classifi cation of contracts 82
Concluding remarks 85
References 88
5. Common component and commodity strategies 89
Introduction 90
The benefi ts of a common component strategy 91
Factors infl uencing the procurement of common components 93
Market leverage 93
Supply chain security 95
Future maintenance and operations 95
Design effi ciencies 96
Developing a common component strategy 96
Stage 1: Performance criteria 97
Stage 2: Assessment of benefi ts of implementing a common component strategy 98
Stage 3: The benefi ts of a common component purchasing strategy 99
The common component procurement strategy 100
Concluding remarks 102
References 102
6. Engaging with suppliers: How to attract suppliers and increase interest and awareness 103
Introduction 105
Gathering market intelligence 107
Supplier dialogue 109
One-way supplier dialogue - Supply chain events 110
One-way supplier dialogue - Industry days 110
One way supplier dialogue - One-to-one meetings 111
One-way supplier dialogue - Meet the buyer events 112
One-way supplier dialogue - Meet the contractor events 113
One-way supplier dialogue - Supplier guide 114
One-way supplier dialogue - Business opportunities website 115
One-way supplier dial
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Bibliographische Angaben
- Autoren: John Mead , Stephen Gruneberg
- 2013, 4. Aufl., 238 Seiten, Maße: 17,2 x 24,6 cm, Kartoniert (TB), Englisch
- Verlag: Wiley & Sons
- ISBN-10: 0470674733
- ISBN-13: 9780470674734
Sprache:
Englisch
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