We think you have liked this presentation. If you wish to download it, please recommend it to your friends in any social system. Share buttons are a little bit lower. Thank you!
Presentation is loading. Please wait.
Published byColin Hunter
Modified over 2 years ago
© Graham M Winch III : Mobilising The Resource Base1 III : Mobilising the Resource Base mobilising the resources required to deliver the project mission forming the project coalition motivating the project coalition the dynamics of the supply chain appropriate transaction governance –flows across a technologically separable interface
© Graham M Winch III : Mobilising The Resource Base2 Appropriate Transaction Governance asset specificity frequency uncertainty opportunism bounded rationality learning appropriate governance mode
© Graham M Winch III : Mobilising The Resource Base3 5 : Forming the Project Coalition When people seldom deal with each other, we find that they are somewhat disposed to cheat, because they can gain more by a smart trick than they can lose by the injury which it does to their character Adam Smith
© Graham M Winch III : Mobilising The Resource Base4 Forming the Project Coalition the principal/agent problem in construction –adverse selection –moral hazard procuring construction services the formation of project coalitions selecting resource bases improving procurement practice
© Graham M Winch III : Mobilising The Resource Base5 Procuring Construction Services four selection options –in-house capability –appointment –concours (competition) –competitive tendering supplier selection methods –level of uncertainty at selection –point in project life-cycle
© Graham M Winch 6 Supplier Selection Methods level of dynamic uncertainty level of mission uncertainty at supplier selection high low design services execution services in-house capability in-house capability appointment concours competitive tender competitive tender appointment early late concours
© Graham M Winch III : Mobilising The Resource Base7 Formation of Project Coalitions three options –separated routes : trades and general contracting –integrated routes : turnkey –mediated routes : construction management the formation of firm contract –a life-cycle perspective procurement route risks –from a client perspective
© Graham M Winch III : Mobilising The Resource Base8 Separated Project Coalition 1: Traditional Trades Contracting client roofers masons carpenters architect / surveyor other traders
© Graham M Winch 9 Separated Coalition 2: General Contracting client consultant quantity surveyor main contractor domestic sub- contractor operative workforce architect nominated sub- contractor
© Graham M Winch III : Mobilising The Resource Base10 client operative workforce turnkey contractor sub- contractors Integrated Coalition: Turnkey in-house professionals
© Graham M Winch III : Mobilising The Resource Base11 Mediated Coalition: Construction Management construction manager client trade contractors architect consultant quantity surveyor
© Graham M Winch 12 Clients Risks Associated with Different Project Coalitions min max min low high mission uncertainty clients realisation risk clients conception risk clients specification risk integrated separated mediated
© Graham M Winch III : Mobilising The Resource Base13 Criteria for Selecting Resource Bases in-house –no choice appointment –certification and reputation concours –open or invited competitive tendering –tendering code of practice
© Graham M Winch III : Mobilising The Resource Base14 The Formation of Firm Contract when risk passed to the supplier early contracts –low value contracts –high value decisions late contracts –much higher value contracts –lower value decisions
© Graham M Winch III : Mobilising The Resource Base15 The Formation of Firm Contract early late dynamic uncertainty integrated general contracting management contracting design and manage construction management trades contracting
© Graham M Winch III : Mobilising The Resource Base16 Improving Procurement Practice e-procurement partnering –raising transaction frequency and enabling learning best value –appropriate price/quality ratios
© Graham M Winch 17 Appropriate Price / Quality Ratios in Competitive Tendering min max high low uncertainty importance of price importance of quality quality / price ratio
© Graham M Winch Mobilising the Resource Base1 7 : The Dynamics of the Supply Chain I do as little as possible for a firm but as much as I can when I am.
What You Need to Know Before Embarking on a New Building Program: What Really Happens on Bid Day? Presented by: Robert L. Moultrie Chairman & CEO.
14 Supply Chain Management Professor Close. LO 1 Define the terms supply chain and supply chain management, and discuss the benefits of supply chain management.
Which Archaeologist? Improving Commercial Practice, understanding value and risk ®LRQA - Business Assurance - ISO 9001 Approval certificate No: LRQ
Chapter 8 Outsourcing and risk management. Program Outsourcing as a business concept Definitions and concepts Rationales for outsourcing The outsourcing.
Technology and Skills in the Construction Industry.
Outsourcing and HRM Brian S. Klaas. The Market or the Organization When outsourcing is used, firms are relying on a market-based form of governance to.
Copyright © DBIA Edition An Introduction To Design-Build.
Supply Chain Management Workshop Buenos Aires, 13 de Agosto de 2004.
Project Delivery Approaches for Wastewater Utilities in Minnesota June 24, 2008 Metropolitan Council Environment Committee.
ME33ES MEDICINE AND ECONOMICS DEMAND AND SUPPLY I Summary Applying economics to health and health care The allocation of scarce resources Markets, demand.
Eco-efficiency tool box Learning unit C: implementing eco-efficiency DEDICATED TO MAKING A DIFFERENCE.
Gerald D. Hines College of Architecture Professional Practice.
The right tools for the job How to choose a web / bespoke development company.
Selling to the Council. Wakefield Council Procurement is governed by EU Public Contract Regulations, the Council’s, Corporate Procurement Strategy and.
WINTER Template Quality in Customer- Supplier Relationships 1.
Purchasing and Supply Chain Management by W.C. Benton Chapter Two Purchasing Decisions And Business Strategy McGraw-Hill/IrwinCopyright © 2010 The McGraw-Hill.
Copyright © 2007 by South-Western, a division of Thomson Learning, Inc. All rights reserved. Developed by Cool Pictures and MultiMedia Presentations PowerPoint.
MODERN PUBLIC PROCUREMENT: THE BELGIAN FEDERAL MODEL Urbain Bruggeman, Director of the ‘Office for Procurement Advice and Policy’ Stockholm,
Use of resources 2008/09 Briefing. Response to UoR consultation 203 responses from all types of organisation, auditors, stakeholders 61% agreed with overall.
Enabling non-technical innovation – enabling the demand side Professor Stephen Roper Warwick Business School, UK
Dr f Dejahang (BSc CEng, BSc (Hons) Construction Mgmt, MSc, MCIOB, PhD) 027 PROJECT MANAGEMENT & BUSINESS PLANNING PROCESS.
Copyright 2006 McGraw-Hill Australia Pty Ltd PPTs t/a Management Accounting: Information for managing and creating value 4e Slides prepared by Kim Langfield-Smith.
IT Strategy for Business © Oxford University Press 2008 All rights reserved Chapter 3 E-Strategy.
3- Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1 Organizational Theory, Design, and Change Sixth Edition Gareth R. Jones Chapter.
Chapter 5 B2B E-Commerce: Selling and Buying in Private E-Markets.
1 of 21 Information Strategy Developing an Information Strategy © FAO 2005 IMARK Investing in Information for Development Information Strategy Developing.
Winning the QC game with ConAd Mark Mackenzie +61 (0)
ISM 158 Lecture 3 IT Impact on Business Models Key Learning Objectives Understand that IT can impact the business model through its effects on strategy.
Best Value Procurement MnDOT State Aid for Local Transportation Minnesota Local Road Research Board MnDOT Office of Construction and Innovative Contracting.
© 2016 SlidePlayer.com Inc. All rights reserved.