Procurement strategies [electronic resource] : a relationship-based approach / edited by Derek Walker and Keith Hampson.

Other records:
Oxford, UK ; Malden, Mass. : Blackwell Science, 2003.
1 online resource (318 p.)
Construction industry -- Management.
Building trades -- Management.
Industrial procurement.
Electronic books.
Construction has been an industry characterised by disputes, fierce competitiveness and fragmentation - all major obstacles to development. Now, however, a relationship-based approach to project procurement, through partnering and alliancing, aims to bring about a fundamental change. This book addresses the critical relationship issues for a more collaborative and sustainable construction industry. It looks at how project procurement and project alliancing partner selection works, and how risk and crisis resolution are managed. It provides readers with guidance and models on how to put a
Procurement Strategies; Contents; Authors and Contributors; Preface; Chapter 1 Introduction; 1.1 The structure of this book; 1.2 Implications of the current global work environment; 1.3 References; Part 1 PROCUREMENT SYSTEMS AND STRUCTURES; Chapter 2 Procurement Choices; 2.1 Traditional procurement options - fixed price contracting; 2.2 Total package options - BOO, BOT, BOOT; 2.3 Design and construct, novation and turnkey; 2.4 Construction management (CM) and project management (PM) and PM/CM; 2.5 Sequential negotiated work packages - on-call contracting; 2.6 Guaranteed maximum price (GMP)
2.7 Full cost reimbursable procurement2.8 Discussion - procurement choice as design influence; 2.9 Chapter summary; 2.10 References; Chapter 3 Enterprise Networks, Partnering and Alliancing; 3.1 The development of enterprise networks; 3.2 Types of joint enterprise arrangements; 3.3 Australian partnering research study results; 3.4 USA partnering research study results; 3.5 Types of project partnering - from cooperation to coalescence; 3.6 Requirements for Level 4 - synergistic strategic partnerships; 3.7 Reasons for embarking on Level 4 - synergistic strategic partnerships
3.8 Developing a strategic alliance relationship3.9 Sustaining a strategic alliance relationship; 3.10 Case studies in project alliancing; 3.10.1 Wandoo B Offshore Oil Platform - Western Australia; 3.10.2 The Andrew Drilling Platform - North Sea UK; 3.10.3 East Spar Development - Western Australia; 3.10.4 Fluor Daniel SECV - Victoria; 3.10.5 Other alliance projects undertaken in Australia; 3.11 Chapter summary; 3.12 References; Chapter 4 Project Alliancing Member Organisation Selection; 4.1 Introduction - Why form an alliance? - General motivational issues
4.1.1 Manufacturing and distribution industries (primarily product focused)4.1.2 The airline industry (primarily service focused); 4.1.3 The engineering and construction industry (product and service focused); 4.1.4 The National Museum of Australia project; 4.2 The selection process for the National Museum of Australia project; 4.2.1 The design selection process; 4.2.2 The alliance construction team selection process; 4.2.3 Selection criteria; 4.3 Chapter summary; 4.4 References; Chapter 5 Managing Risk and Crises Resolution - Business-as-Usual Versus Relationship-based Procurement Approaches
5.1 Introduction - risk, uncertainty and crises5.2 The process of preparing for and managing crises; 5.2.1 Monitoring; 5.2.2 Diagnosis; 5.2.3 Decision making and implementation; 5.2.4 Recovery and learning; 5.3 Countering dysfunction in managing crises; 5.3.1 Building solutions to problems; 5.3.2 The National Museum of Australia project; 5.4 Chapter summary; 5.5 References; Chapter 6 Enabling Improved Business Relationships - How Information Technology Makes a Difference; 6.1 Introduction; 6.2 IT in the construction industry; 6.2.1 Impact of IT on the construction industry
6.2.2 Project collaboration websites
Description based upon print version of record.
Includes bibliographical references and index.
Walker, Derek H. T.
Hampson, Keith.
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