Driver Trett Digest Issue 26 - Flipbook - Page 26
PROCUREMENT
BLUES...
WHY ISN’T IT LIKE IT
USED TO BE?!
Mark Blackmore, Associate Director,
Coventry, Driver Trett UK
I’m sure some of the readers can
remember the ‘good old days’ when
the design and specification for a
new project were fully complete
before even the mention of tender
preparation was made, knowing
full well that the Quantity Surveyor
would be able to prepare a bill of
quantities (BQ) without numerous
queries and clarifications,
more commonly referred to as
Traditional Procurement.
The architect’s drawings would
be fully coordinated with the
structural engineer’s and the
mechanical and electrical designs,
even more remarkable in a time
before BIM1 (and most of the time
you even got a builder’s work
schedule to produce the relevant
section within the BQ!).
I started off my surveying career
working at a small PQS practice,
where the ‘cut and shuffle’
method of measurement and boq
preparation was used, normally
worked on by the whole office,
and the hundreds of slips of paper
containing quantities and codes
were input into the software by the
one user; and using the same one
computer that had the only internet
connection in the office!
Timescales were more realistic;
the Client understood that
the design works would take
a minimum period, then the
production of the boq would take
a further period before the tender
was ready for final coordination and
issue to the selected contractors.
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The tender period was long enough for the contractor to obtain quotations
from several subcontractors, ensuring usually that the tender would be
compliant with the requirements and competitively priced.
Bills of quantities can sometimes be criticised as representing an ‘us and
them’ mentality, as when used conventionally they can only be properly
prepared at the end of the design process and reduce the opportunities
for contractor input / involvement. A counter to this criticism is that the
production of the bills can also provide an audit of the design information;
if there is insufficient information to produce a bill of quantities there would
arguably be insufficient detail to construct the project.
The fact that the tenders were based on the same document enabled the QS
to review and make a proper recommendation of the best suited contractor
to carry out the works.
There are a number of advantages and disadvantages of using such a
traditional procurement strategy:
Advantages
Maximum control of design and
specification(s).
Design to be complete prior to
tender enabling maximum cost
certainty.
Original design team retained
client side for duration of the
project.
Suited to complex design projects
and those requiring extensive client
consultation.
Complete design enables
preparation of bill of quantities
and maximum cost breakdown /
transparency for valuing change
and for evaluating interim
payments.
Disadvantages
Project programme can be lengthy
as design must be complete prior
to tendering.
Client retains risk / responsibility
for design.
Full design costs incurred prior to
tendering.
Does not easily allow for contractor
buildability proposals.
Not normally suitable for fast-track
projects
1. Building Information Modelling
2. Constructing the Team , Sir
Michael Latham, July 1994