Description
Book SynopsisThis 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, UK
Successful 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
Table of Contents
About the authors xi
List of figures 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
Defining the supply chain 28
Outsourcing and subcontracting 31
Understanding and managing conflict 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 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 benefits 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 efficiencies 96
Developing a common component strategy 96
Stage 1: Performance criteria 97
Stage 2: Assessment of benefits 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 dialogue – Opportunity slides 117
Two-way supplier dialogue – Supplier registration and pre-assessment questionnaires 117
Two-way supplier dialogue – Market soundings 120
Concluding remarks 125
Reference 126
7. eSourcing and process codifi cation: Standardising programme procurements 127
Introduction 128
The guiding principles of a robust procurement process 129
Standardising procurement documentation 130
Security of the procurement system 131
Evaluation of tenders 132
The application of electronic tools in the procurement process 133
eSourcing 134
eEvaluation 139
Aspects of managing systematic procurement processes 141
Standard processes 141
Schools of excellence 142
Governance 143
Assurance 144
Training 145
The milestones of procurement reporting 146
Standardisation and codification of the procurement process 147
Stage gate 1 – Agreeing the procurement strategy 148
Stage gate 2 – Tender documentation completion 148
Stage gate 3 – Tender list agreement 149
Stage gate 4 – The tender report 149
Procurement reporting 151
Concluding remarks 151
References 154
8. Managing supply chain involvement across a programme 155
Introduction 156
Supplier relationship management 157
Remaining in contact with all firms who tender for work 159
Supply chain mapping 162
Concluding remarks 167
Reference 168
9. Due diligence and the management of capacity 169
Introduction 170
Modelling supplier utilisation 170
Monitoring the fi nancial strength of suppliers 180
Sub-tier supplier engineering 182
Identifying critical suppliers 185
Concluding remarks 189
References 191
10. Performance management 193
Introduction 195
The Purchase and Supplier Engineering model and programme management 195
Purchase and Supplier Engineering and the programme management office 197
Performance management within Purchase and Supplier Engineering 197
Analysis 198
Control 199
Performance improvement through Purchase and Supplier Engineering 200
Benchmarking 201
Concluding remarks 201
Index 205
