Procurement strategies : a relationship-based approach /

Mostrar otras versiones (1)

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 addre...

Descripción completa

Detalles Bibliográficos
Clasificación:Libro Electrónico
Autor principal: Hampson, Keith
Otros Autores: Walker, Derek H. T.
Formato: Electrónico eBook
Idioma:Inglés
Publicado: Chichester : John Wiley & Sons, 2008.
Temas:
Construction industry > Management.
Building trades > Management.
Industrial procurement.
Construction > Industrie > Gestion.
Métiers de la construction > Gestion.
Approvisionnement dans l'entreprise.
Building trades > Management
Construction industry > Management
Industrial procurement
Acceso en línea:Texto completo
Tabla de Contenidos:
  • 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 procurement; 2.8 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 partnerships3.8 Developing a strategic alliance relationship; 3.9 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 issues4.1.1 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 Approaches5.1 Introduction
  • risk, uncertainty and crises; 5.2 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.

Ejemplares similares