Building Procurement by Alan Turner (auth.)

By Alan Turner (auth.)

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Contractor' s agreem ents Bui lding procure ment process Deciding to Build 29 • take considerable trouble to select people and organisations to work for the cl ient • not commit to using a particular site or renovating a particular bu ilding until all options have been explored. At the moment that a decision is taken to commence the building procurement process a client should know, fairly realistically : • PRODUCT - HOW GOOD - what the quality of the build ing will be • PROGRAMME - HOW SOON - when the building will be available • PRICE - HOW MUCH - what the bui lding will cost.

It is perhaps for this reason that a number of large property/construction companies have or have not carried out their own construction , why government agencies do or do not provide their own consultancy services, do or do not put them out to private consultancy. Assessment over the short and over the long term may produce different conclusions . For instance, according to how promotion, marketing, depreciation, overheads, goodwill of a practice, taxation, longterm strategy and sinking fund provis ions for it are taken into account, may each influence the way in which costs are determined.

The emphasis in contracts and payment for building work was therefore gradually changing from one of agreement and payment for labour and materials on a prime cost, daywork basis, after the work had been done, to one of measurement and valuat ion of work in advance by agreeing a ' bargain' or contract, before the building work was carried out. The Industrial Revolution made Britain a trading nation leading to travel throughout much of the world and a great increase in industrial activity and therefore in construction activity.

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