Preface to the Third Edition |
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xvii | |
1 Introduction |
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1 | (6) |
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5 | (2) |
2 Procurement Strategy: A Literature Review |
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7 | (42) |
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Introduction and Early History |
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7 | (1) |
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Procurement Route Selection Models |
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8 | (1) |
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9 | (2) |
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11 | (1) |
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Team Relationships, Supply Chain Management and Communication and Their Effect on Project Performance |
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12 | (1) |
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Teamwork and Team Performance |
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12 | (2) |
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Partnering: Introduction and Early Development |
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14 | (1) |
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Partnering: A Critical Review |
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14 | (3) |
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17 | (1) |
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17 | (1) |
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Procurement and Multicultural Teams |
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18 | (1) |
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19 | (1) |
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The Role of the Client in the Procurement Process |
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20 | (1) |
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The Interrelationship Between the Components of the Overall Procurement Approach: Strategic Procurement Management |
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21 | (1) |
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Legal and Contractual Issues, Including Public Sector Procurement Legislation, and Their Effect on Project Performance |
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22 | (2) |
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International Procurement Comparisons and the Impact of Cultural Differences |
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24 | (2) |
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Risk Allocation and Reward |
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26 | (1) |
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Bid Evaluation Techniques |
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27 | (2) |
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Environmental and Sustainability Issues and the Procurement of Construction Work |
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29 | (2) |
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Sustainable Procurement for Construction Projects |
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31 | (1) |
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32 | (1) |
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33 | (16) |
3 Principles of Strategic Procurement |
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49 | (16) |
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49 | (3) |
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Procurement: A Review of Theory and Practice |
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52 | (2) |
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A Strategic Approach to Procurement |
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54 | (1) |
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Components of the Procurement Process |
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54 | (1) |
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Functional Needs Analysis |
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55 | (1) |
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Development of an Overall Procurement Philosophy |
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55 | (2) |
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Components of a Collaborative Relationship |
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57 | (2) |
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Detailed Design of the Procurement Approach |
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59 | (1) |
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Formalisation of Contractual Relationships |
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59 | (1) |
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Selection of the Most Appropriate Partners |
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60 | (1) |
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61 | (1) |
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Collaborative Procurement in the Public Sector |
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61 | (1) |
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62 | (1) |
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63 | (2) |
4 Public Sector Projects |
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65 | (12) |
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Introduction: Why Should Public Sector Projects Be Different? |
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65 | (1) |
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What Constitutes the Public Sector? |
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66 | (1) |
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67 | (1) |
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Government and the Construction Industry |
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68 | (2) |
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Building Information Modelling |
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70 | (1) |
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70 | (1) |
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70 | (2) |
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Local Government and Other Bodies Governed by Public Law |
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72 | (1) |
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73 | (1) |
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The Public Contracts Regulations 2015 |
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74 | (1) |
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74 | (3) |
5 Project Initiation |
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77 | (12) |
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77 | (1) |
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78 | (1) |
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79 | (3) |
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82 | (1) |
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83 | (1) |
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83 | (1) |
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84 | (1) |
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Prioritisation of Objectives |
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84 | (2) |
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86 | (1) |
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87 | (2) |
6 Briefing and the Design Process |
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89 | (22) |
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89 | (1) |
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Project Briefing: An Overview |
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89 | (2) |
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Types of Construction Client |
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91 | (2) |
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Questions to Determine the Type of Client |
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93 | (1) |
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93 | (1) |
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93 | (1) |
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94 | (1) |
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Likelihood of Post-Contract Client Changes |
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94 | (1) |
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Degree of Accountability Required |
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94 | (1) |
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94 | (1) |
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94 | (1) |
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Briefing: A Historical Perspective |
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95 | (1) |
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Different Briefing Approaches |
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96 | (1) |
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The Generic Types of Brief |
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97 | (1) |
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Developing the Strategic Brief |
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98 | (1) |
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Developing the Project Brief |
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99 | (1) |
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The Project Execution Plan |
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100 | (1) |
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What Issues Does the PEP Need to Address? |
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101 | (1) |
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When Should It Be Prepared? |
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102 | (1) |
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103 | (1) |
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103 | (1) |
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Project Briefing: The Case of Hospitals |
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104 | (1) |
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Critical Factors for Success in the Briefing Process |
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105 | (2) |
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107 | (4) |
7 Procurement Strategies and Procurement Routes |
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111 | (38) |
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111 | (6) |
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117 | (3) |
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Developing a Procurement Strategy |
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120 | (1) |
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121 | (1) |
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Factors to Be Considered in Selecting a Procurement Route |
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122 | (1) |
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Factors Outside the Control of the Project Team |
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123 | (1) |
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123 | (1) |
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123 | (1) |
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123 | (1) |
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124 | (1) |
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124 | (1) |
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124 | (1) |
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125 | (1) |
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126 | (1) |
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Selection of a Procurement Route |
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126 | (4) |
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Procurement Routes: A Review |
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130 | (1) |
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Traditional (Design-Bid-Build) |
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130 | (3) |
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133 | (5) |
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Measurement (Remeasurement or Measure and Value) |
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138 | (1) |
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139 | (2) |
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141 | (1) |
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142 | (1) |
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New Models of Construction Procurement |
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143 | (1) |
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143 | (1) |
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144 | (1) |
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Integrated Project Insurance |
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145 | (1) |
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Adoption of the New Models of Construction Procurement in the Industry |
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145 | (1) |
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146 | (3) |
8 Project Team Selection |
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149 | (14) |
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149 | (2) |
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151 | (1) |
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151 | (3) |
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Production of the Tender List |
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154 | (1) |
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154 | (1) |
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155 | (1) |
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155 | (1) |
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155 | (1) |
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155 | (1) |
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156 | (1) |
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156 | (3) |
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159 | (1) |
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Early Contractor Involvement |
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160 | (1) |
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160 | (3) |
9 Managing the Procurement Process |
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163 | (28) |
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163 | (1) |
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164 | (2) |
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First Tasks of the Project Manager |
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166 | (1) |
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Developing the Project Execution Plan |
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166 | (1) |
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Identifying the Project Team |
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167 | (1) |
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Implementing the Procurement Strategy |
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167 | (1) |
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167 | (1) |
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167 | (1) |
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168 | (1) |
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168 | (1) |
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Temporary Organisational Structure |
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169 | (1) |
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169 | (1) |
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170 | (1) |
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170 | (2) |
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172 | (1) |
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173 | (1) |
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174 | (3) |
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177 | (1) |
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178 | (1) |
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179 | (1) |
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179 | (1) |
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Building Information Modelling |
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180 | (3) |
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183 | (1) |
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Social Value in Construction Procurement |
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184 | (2) |
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Health, Safety and Wellbeing |
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186 | (1) |
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187 | (1) |
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187 | (4) |
10 The Value of Design |
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191 | (12) |
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191 | (1) |
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Considering Value in the Business Context |
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192 | (1) |
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193 | (3) |
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196 | (1) |
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196 | (2) |
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Value Management Workshops |
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198 | (1) |
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The Benefits of Value Management |
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199 | (1) |
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200 | (1) |
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Application of Value Engineering in the Construction Industry |
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200 | (1) |
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Value Engineering Workshops |
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201 | (1) |
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201 | (2) |
11 Risk Management |
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203 | (18) |
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203 | (1) |
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204 | (1) |
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205 | (1) |
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Risk Management Strategies |
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205 | (1) |
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206 | (1) |
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206 | (1) |
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207 | (1) |
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207 | (1) |
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207 | (2) |
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209 | (1) |
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Other Risk Identification Techniques |
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209 | (1) |
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209 | (1) |
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210 | (1) |
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211 | (1) |
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211 | (1) |
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212 | (1) |
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213 | (1) |
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214 | (2) |
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Choosing a Risk Management Strategy |
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216 | (1) |
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Risk Management Strategies |
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216 | (1) |
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216 | (1) |
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216 | (1) |
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216 | (1) |
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217 | (1) |
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217 | (1) |
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217 | (1) |
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218 | (1) |
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Monitoring and Controlling Risk |
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219 | (1) |
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220 | (1) |
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220 | (1) |
12 Partnering Culture and the Management of Relationships |
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221 | (30) |
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221 | (1) |
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The Latham Review and Subsequent Developments |
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221 | (1) |
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The Rise of Collaborative Approaches to Procurement |
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222 | (1) |
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Collaborative Approaches to Construction Work |
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223 | (1) |
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Contractual Approaches to Collaboration |
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224 | (1) |
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The Joint Contracts Tribunal Forms of Contract Including the Standard Form of Building Contract |
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224 | (1) |
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The New Engineering Contract Engineering and Construction Contract Edition 3 |
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224 | (1) |
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The Association of Consultant Architects Project Partnering Contract |
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225 | (1) |
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Perform2l Public Sector Partnering Contract |
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225 | (1) |
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226 | (1) |
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What Advantages Does Partnering Bring? |
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227 | (1) |
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Managing a Successful Partnering Arrangement |
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227 | (1) |
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The Role of the Workshop Facilitator |
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228 | (1) |
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229 | (1) |
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229 | (1) |
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229 | (1) |
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229 | (1) |
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229 | (1) |
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229 | (1) |
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229 | (1) |
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230 | (1) |
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Why Is Relationship Management Important? |
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230 | (1) |
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Establishing the 'Cultural Fit' |
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231 | (1) |
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232 | (1) |
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232 | (1) |
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233 | (1) |
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234 | (1) |
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235 | (2) |
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237 | (1) |
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Maintenance of the Relationship |
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238 | (2) |
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240 | (1) |
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241 | (1) |
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241 | (1) |
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242 | (1) |
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The Collaborative Approach |
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242 | (1) |
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A Case Study: Procurement of a Long-Term Multi-Project Alliance - Sheffield Hallam University |
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243 | (1) |
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243 | (1) |
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The Campus Development Plan |
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243 | (1) |
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244 | (1) |
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245 | (1) |
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The Contractual Relationship |
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246 | (1) |
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Organisation and Management |
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246 | (1) |
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The Contractor Selection Process |
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247 | (1) |
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247 | (1) |
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The Financial Submission - Tender Cost Models |
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247 | (1) |
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248 | (1) |
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248 | (1) |
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Selection of the Consultancy Group |
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248 | (1) |
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249 | (1) |
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249 | (1) |
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249 | (2) |
13 Privately Financed Public Sector Projects |
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251 | (32) |
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251 | (1) |
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251 | (3) |
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Modern Models for Privatisation |
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254 | (1) |
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254 | (1) |
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Participative Privately Financed Techniques |
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255 | (1) |
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Corporatisation and the Use of Semi-Private (Mixed) Companies |
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256 | (1) |
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Publicly Owned Corporations |
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256 | (1) |
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257 | (1) |
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257 | (1) |
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The Leasing or Build-Lease-Transfer Model |
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258 | (1) |
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259 | (1) |
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259 | (1) |
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260 | (1) |
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260 | (1) |
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Build-Own-Operate-Transfer |
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261 | (1) |
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Build-Transfer-Operate and Build-Transfer-Service-Maintain |
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262 | (1) |
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262 | (1) |
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Lease-Renovate-Operate-Transfer |
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262 | (1) |
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Design-Build-Finance-Operate |
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263 | (1) |
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Design-Construct-Manage-Finance and Design-Build-Finance-Operate-Manage |
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263 | (1) |
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Public Private Partnerships |
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264 | (1) |
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The Private Finance Initiative |
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264 | (1) |
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264 | (1) |
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265 | (1) |
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266 | (1) |
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266 | (1) |
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266 | (1) |
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267 | (1) |
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268 | (2) |
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270 | (1) |
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The Relationship Between PFI Client and Contractor |
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270 | (3) |
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273 | (1) |
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273 | (4) |
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277 | (2) |
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279 | (1) |
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279 | (4) |
14 Construction Procurement: Europe |
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283 | (32) |
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Introduction and Background |
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283 | (2) |
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The Development of the Professions |
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285 | (1) |
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286 | (1) |
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286 | (1) |
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European Procurement Practice |
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287 | (1) |
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287 | (1) |
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288 | (1) |
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288 | (1) |
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288 | (1) |
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289 | (3) |
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292 | (1) |
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292 | (2) |
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Contemporary Developments |
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294 | (1) |
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The Northern European Approach |
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294 | (2) |
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The Mediterranean Approach |
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296 | (1) |
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297 | (1) |
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297 | (1) |
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298 | (1) |
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Procurement Rules: European Union Principles and Procedures |
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299 | (1) |
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Non-discrimination and Transparency: The Role of the EU |
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299 | (1) |
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300 | (1) |
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The Supplies Directive and Amendments |
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301 | (1) |
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The Works Directive and Amendments |
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301 | (1) |
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The Utilities Directive and the Utilities Remedies Directive |
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302 | (1) |
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302 | (1) |
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The Public Sector Directive |
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303 | (1) |
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303 | (1) |
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304 | (1) |
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305 | (1) |
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305 | (1) |
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305 | (1) |
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305 | (1) |
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306 | (1) |
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307 | (1) |
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308 | (1) |
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Sustainability and Environmental Issues |
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309 | (1) |
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Specifying Sustainability Requirements and the Selection of Tenderers |
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310 | (1) |
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310 | (1) |
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310 | (1) |
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Use of Contract Award Criteria |
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310 | (1) |
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310 | (1) |
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311 | (2) |
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313 | (1) |
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Enforcement of EU Directives |
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313 | (1) |
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314 | (1) |
15 Construction Procurement: USA, the Middle East, Africa, and China |
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315 | (20) |
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Introduction and Background |
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315 | (1) |
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Construction Procurement in the USA |
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316 | (1) |
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316 | (1) |
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316 | (1) |
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317 | (1) |
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317 | (1) |
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318 | (1) |
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Construction Management at Risk |
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318 | (1) |
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319 | (1) |
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Time and Materials Contracting |
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319 | (1) |
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319 | (1) |
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320 | (1) |
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320 | (2) |
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Construction Procurement in Sub-Saharan Africa |
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322 | (1) |
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322 | (1) |
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323 | (2) |
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Public Private Partnerships |
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325 | (2) |
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The Influence of Chinese Investment on Procurement in SSA |
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327 | (1) |
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The People's Republic of China and the Hong Kong Special Administrative Region |
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328 | (1) |
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The Chinese Construction Industry |
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329 | (1) |
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The 'External' Construction Industry |
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329 | (1) |
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The Indigenous Construction Industry |
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330 | (1) |
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The Construction Professions |
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330 | (1) |
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Opportunities for Western Companies |
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331 | (1) |
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332 | (3) |
16 Procurement of Work to Heritage Buildings |
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335 | (48) |
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335 | (1) |
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336 | (1) |
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Procurement: The Heritage Context |
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337 | (4) |
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The Value of Built Heritage |
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341 | (2) |
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The Importance of Cultural Significance |
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343 | (2) |
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Statutory Protection for Heritage Buildings |
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345 | (1) |
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345 | (1) |
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346 | (1) |
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346 | (1) |
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347 | (1) |
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Managing Change in the Historic Environment |
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347 | (1) |
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Planning for Conservation |
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347 | (1) |
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347 | (1) |
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348 | (1) |
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348 | (1) |
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Heritage Impact Assessments |
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348 | (1) |
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349 | (1) |
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The Role of the Conservation Advisor |
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349 | (1) |
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Procurement Processes and Procedures |
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350 | (1) |
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The Investigation Contract |
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351 | (1) |
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A Case Study in the Procurement of Work to Historic Buildings: The Derby Roundhouse |
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351 | (2) |
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The Existing Buildings: Historical Background |
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353 | (5) |
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The Genesis of the Project |
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358 | (1) |
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359 | (4) |
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Site Surveys and Pre-tender Investigations |
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363 | (1) |
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364 | (1) |
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365 | (1) |
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366 | (1) |
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366 | (1) |
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Repairs to Historic Structures |
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366 | (1) |
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Integration of Building Services |
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367 | (1) |
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Project Timeframe, Costs, and Team |
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367 | (1) |
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A Case Study in the Procurement of Work to Historic Buildings: The Belton House Stables Project |
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368 | (1) |
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The Existing Buildings: Historical Background |
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368 | (1) |
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369 | (1) |
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370 | (2) |
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Feasibility Studies and Project Design |
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372 | (2) |
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Site Surveys and Pre-tender Investigations |
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374 | (1) |
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375 | (1) |
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375 | (1) |
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Practical Issues on Site and Variations |
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376 | (1) |
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377 | (1) |
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378 | (1) |
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379 | (1) |
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379 | (4) |
17 Summary |
|
383 | (4) |
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386 | (1) |
A Procurement Route Selection Checklists |
|
387 | (4) |
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387 | (1) |
|
|
388 | (1) |
|
|
388 | (1) |
|
|
389 | (2) |
Index |
|
391 | |