Abstract
All organisations are faced by an environment that includes everything considered to be outside of a company that either affects it directly or indirectly. While those aspects that define the environment can be described as simple and static or complex and dynamic, in practice the situation encountered is one that ranges from low to high levels of complexity and dynamism1.
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References
see, for example, Walker, 1996, pp. 56–78.
Porter, 1990, pp. 33.
Porter, 1985, p. 7.
Ibid. pp. 8.
Ibid. p. 6.
Porter, 1990, pp. 27.
Ibid. p. 127.
Graneberg and Ive, 2000, pp. 91.
Oligopoly refers to a market in which a few firms, which dominate the market, are obliged to enter into a variety of non-price competition such as advertising, promotion and corporate imaging. They create a situation in which direct comparison between products is difficult, by introducing imperfections into the market and product differentiation, in order to increase gross margins. Price competition between oligopolistic firms would be destructive; see: Ibid. p.93.
Ibid, pp.97.
Walker, 1996, pp. 62.
For example, the Honorarordnung für Architekten und Ingenieure (HOAI) in Germany.
Ibid. p. 72.
Graneberg and Ive, 2000, pp. 97.
Ibid. pp. 163.
Building, 7/9/2001, p. 23; Walter, 1998.
Kommission der Europäischen Gemeinschaft, 1997, p. 7.
Build, Operate, Transfer, for further explanation refer to section 3.3.5.
Porter, 1990, p. 96.
also refer to: Porter, 1990.
Graneberg and Ive, 2000, p. 158.
Ibid. pp. 158.
Ibid. p. 164.
refer also to sections 6.2.2 and 6.2.3 for procurement characteristics and classification.
Characteristics of flexprices (flexible prices) and fixprice (fixed prices) markets are combined in real economies, where markets for commodities and services tend to be flexprice and markets for manufactured goods to be fixprice. However, this simple relationship between fixprice and flexprice does not cover all cases. Where one-off, unique projects are concerned, negotiations between a single supplier and a single buyer will often determine the price on the basis of the personal negotiating ability and bargaining strength of the participants, see: Ibid, pp.50.
also: Kommission der Europäischen Gemeinschaft, 1997.
Gruneberg and Ive, 2000, pp. 166.
e.g. the boom in construction after Germany’s reunification at a time of world recession during the early 1990’s.
Levey, 1999, pp. 1; Halpin and Woodhead, 1998, pp. 13.
Building, 11/01/2002, pp. 36–47.
Kommission der Europäischen Gemeinschaft, 1997, pp. 1.
Levey, 1999, pp. 1; Halpin and Woodhead, 1998, pp. 13.
Seely, 1997, p. 2.
Syben, 2000.
Walker, 1996, p. 83.
Gibb and Isack, 2001.
Walker, 1996, pp. 89.
Seely, 1997, p. 37.
For more information on the role of the Quantity Surveyor, refer, for example, to: Seely, 1997; Winter, 2000, pp. 63–74.
Seely, 1997, p. 39.
see also chapter 3.2.
Walker, 1996, pp. 104.
However, see also comments regarding unbiased, neutral advisor in section 3.4.1.
See chapter 3.3.5 for an explanation of Build, Operate, Transfer (BOT).
Hughes, Gray and Murdoch, 1997, p. 10.
Ibid. p. 10.
Seely, 1997, p. 17.
Ibid. p. 515.
Ibid. p. 517.
Chevin, 1999.
Seely, 1997, p. 517.
Cox and Townsend, 1998, p. 24.
CIOB, 1999, p. 14.
e.g.: Cox and Townsend, 1998, p. 24; Seely, 1997, p. 521; Kubal, Miller and Worth, 2000; Blecken, 1998.
Ibid. p. 14.
Seely, 1997, p. 522.
Blecken, 1998.
Kubal, Miller and Worth, 2000, p. 17.
Ibid. p. 9; Cox and Townsend, 1998, p. 25.
Chevin, 1999.
Seely, 1997, p. 17.
Ibid. p. 515; Dielschneider, 2000, p. 22.
Cox and Townsend, 1998, preface.
Ibid. p. 18; Tookey, Murray, Hardeastle and Langford, 2001, p. 21.
See also sections 5.1.2 and 5.1.3 for more information on the difference between experienced and inexperienced clients.
Ibid. p. 21; Chevin, 1999.
Lahdenperä, 2000, pp. 121.
Pettinger, 1998, p. viii.
Turner, 2000, p. 3.
Wong, Holt and Cooper, 2000, p. 772.
Cox and Townsend, 1998, p. 24.
See section 6.3.4 for examples of early involvement tools in procurement.
Hill, 2000, p. 22.
Chevin, 1999.
PFI = Private Finance Initiative, see section 3.3.5 for additional information.
Hill, 2000.
Bremer and Kok, 2000, pp. 102.
Ibid. p. 105.
Campagnac, 2000.
For a description of the Design and Build process see section 3.3.5, for project examples see 4.5.2.
Kubal, Miller and Worth, 2000, pp. 9.
Halpin and Woodhead, 1998, p. 73.
Kapellmann, 1997, p. 2.
Turner, 2000, p. 3.
Seely, 1997, p. 519.
Pettinger, 1998, p. 220.
Davey, Lowe and Duff, 2001, p. 1; Lahdenperä, 2000, p. 121; Kapellmann, 1997, p. 4; Turner, 2000, p.3.
Seely, 1997, p. 516.
Ibid. p. 515.
Ibid. p. 515.
Lahdenperä, 2000, pp. 121; Madine, 2001 b).
Tookey, Murray, Hardcastle and Langford, 2001, p. 75, p. 109.
Pettinger, 1998, p. 27.
Walker, 1996, p. 115.
Tookey, Murray, Hardcastle and Langford, 2001, p. 25.
Ibid. p. 28.
Seely, 1997, p. 37.
Pettinger, 1998, p. 27.
Seely, 1997, p. 37.
Ibid. p. 39.
Ibid. p. 527.
Tookey, Murray, Hardcastle and Langford, 2001, p. 28–29; Hughes, Gray and Murdoch, 1997.
Pettinger, 1998, pp. 233.
Walker, 1996, p. 115.
Seely, 1997, p. 523.
Tookey, Murray, Hardcastle and Langford, 2001, p.25.
Seely, 1997, p. 524.
Ibid. p. 527.
Seddon, 2001.
Ibid, p. 46.
Thompson, 2001.
Seddon, 2001.
Madine, 2001 a).
Seely, 1997, p. 21.
e.g.: Davis Langdon & Everest, 2002.
Ibid.
Hughes, Gray and Murdoch, 1997, pp. 11.
Kommission der Europäischen Gemeinschaft, 1997; Levy, 1999, pp. 2.
Kommission der Europäischen Gemeinschaft, 1997, pp. 11.
Pettinger, 1998, pp. 226.
Turner, 2000.
Levey, 1997, p. 2.
In the US specialist and trade contractors are often referred as speciality contractors.
Ibid. p. 2; Kubal, Miller and Worth, 2000, p. 34.
CIOB, 1999, p. 29.
Syben, 2000, p. 125; Kapellmann, 1997, p.2; Sperling, 1999.
Syben, 2000, p. 125; Wischhof, et al., 2000, p.39.
Ibid. p. 80.
also: Jacob, 1997; depicts an analogy of general contracting with supermarket trading.
Levey, 1999, p. 5.
Seely, 1997, p. 2.
CIOB, 1999, p. 29.
Hughes, Gray and Murdoch, 1997, p. 79.
Seely, 1997, p. 6.
Stumpf, 2000.
Wischhof, et al., 2000, p. 119.
Hauptverband der deutschen Bauindustrie.
Refer also to: Schwarz and Schmutzer, 1997.
Levy, 1999, p. 5.
Ibid. p. 4.
Ibid. pp. 4.
Wischhof, et al., 2000, p. 108.
Kommission der Europäischen Gemeinschaft, 1997, p. 8.
After Vinci, the world biggest construction firm, operating in more than 100 countries, with an approx. turnover in 1999/2000 of £ 10.6 billion and Bouyges, operating in about 80 countries, with an approx. turnover of £ 8.2 billion in 1999/2000. Hochtief and Skanska follow, each group with approx. £ 7 billion turnover in the same year and similar in size to the new Dragados group. Thompson, 2002.
Building, 8/2/2002.
Seddon, 2001.
Design, Build and Manage equates to BOT.
Building, 7/9/2001.
Kubal, Miller and Worth, 2000, p. 6.
Ibid, p. 35.
Critical Path Method (CPM) refers to linear network scheduling or programming, which describes the sequence of activities that must be performed without delay in order not to compromise the completion date. These activities do not carry any float.
The Building Centre Trust, 2001.
For example Citadon, the largest provider of construction industry portals including project management systems, which was formed by the merger of Bidcom Inc. and Cephren in the United States. McAll, 2000.
See section 2.1.1 for methodology.
Gruneberg and Ive, 2000, p. 96.
Kubal, Miller and Worth, 2000, p. 11.
BAA, 2001, p. 50.
see also comments in section 3.4.1.
Lamont, 2001b).
Walker, 1996, p. 118.
Ibid. p. 118.
see chapter 5 for more information.
CIOB, 1999, p. 31.
Seely, 1997, p. 528.
For more information about competitive advantage, refer to: Porter; 1985.
e.g. Porter, 1990; Klemmer, 1998.
see also section 5.3.2.
A work package to be carried out by a subcontractor is best awarded as a whole including all matters such as detailed design, plant, labour and materials.
see also sections 2.1.5 and 6.2.
Walker, 1996, p. 109.
Ibid. 1996, p. 110.
Fairs, 2001.
See also comments regarding impartial advice in section 3.4.1.
Puddicombe, 1997.
See chapter 5.1 regarding working relationships.
See chapter 6.3 for behaviour and control of main contractors.
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Winter, C. (2003). The Construction Industry and its Participants. In: Contractor-Led Procurement. Baubetriebswirtschaftslehre und Infrastrukturmanagement. Deutscher Universitätsverlag. https://doi.org/10.1007/978-3-322-81614-6_2
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