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Programme procurement in construction : learning from London 2012 /
Drawing on such projects as the Olympic Games and Crossrail, this book deals with the procurement of large construction programs and projects. It focuses on the key factors leading to successful, effective, and efficient procurement strategies when running extremely large infrastructure and building...
| Clasificación: | Libro Electrónico |
|---|---|
| Autor principal: | |
| Otros Autores: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Chichester, West Sussex, UK :
Wiley-Blackwell,
2013.
|
| Temas: | |
| Acceso en línea: | Texto completo |
MARC
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| 100 | 1 | |a Mead, John |c (Programme manager) |1 https://id.oclc.org/worldcat/entity/E39PCjJgBtRgCTPvqqjx69grhd | |
| 245 | 1 | 0 | |a Programme procurement in construction : |b learning from London 2012 / |c John M. Mead, principal programme supply chain manager for the delivery of Crossrail, Stephen Gruneberg, reader, School of Architecture and the Built Environment, the University of Westminster. |
| 246 | 3 | |a Program procurement in construction | |
| 260 | |a Chichester, West Sussex, UK : |b Wiley-Blackwell, |c 2013. | ||
| 300 | |a 1 online resource | ||
| 336 | |a text |b txt |2 rdacontent | ||
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| 504 | |a Includes bibliographical references and index. | ||
| 588 | 0 | |a Print version record. | |
| 520 | |a Drawing on such projects as the Olympic Games and Crossrail, this book deals with the procurement of large construction programs and projects. It focuses on the key factors leading to successful, effective, and efficient procurement strategies when running extremely large infrastructure and building projects. This approach reveals a complete picture of the capabilities of all firms and suppliers involved in the process. The book provides construction managers with the knowhow to undertake major projects they can deliver faster and with less waste, or apply the techniques to smaller constructio. | ||
| 505 | 0 | 0 | |g 1. |t Purchase and Supplier Engineering and the London 2012 Olympics -- |t Introduction -- |t The concept of Purchase and Supplier Engineering -- |t Programme organisation -- an Olympic case study -- |t Procurement organisation structure -- the Olympic Delivery Authority -- |t Roles and responsibilities -- |t Projects and programmes -- |t Concluding remarks -- |t Reference -- |g 2. |t A framework for understanding markets in construction -- |t Introduction -- |t Managing the supply market -- |t The client and construction -- |t Projects, programmes and construction dynamics -- |t The client and the supply chain -- |t Defining the supply chain -- |t Outsourcing and subcontracting -- |t Understanding and managing conflict in construction -- |t Concluding remarks -- |t References -- |g 3. |t The client's values and the balanced scorecard -- |t Introduction -- |t Developing a framework for measuring performance -- |t All from a project vision -- |t Performance measurement -- |t Using balanced scorecards to communicate values and measure performance -- |t Developing a balanced scorecard -- |t Measures including key performance indicators -- |t Construction KPI measures of economic sustainability -- |t Social sustainability: Respect for people KPI measures -- |t Environmental sustainability: Environmental KPI measures -- |t Creating appropriate KPIs from a project vision and scorecard -- |t Concluding remarks -- |t References -- |g 4. |t Packaging and contracting strategies -- |t Introduction -- |t What, why and how to buy -- |t Packaging strategy -- |t Gestalt theory -- |t Programme clusters -- |t Programme application -- |t Contracting strategy -- |t Forms of contract used in the 2012 Olympics procurement -- |t Classification of contracts -- |t Concluding remarks -- |t References -- |g 5. |t Common component and commodity strategies -- |t Introduction -- |t The benefits of a common component strategy -- |t Factors influencing the procurement of common components -- |t Market leverage -- |t Supply chain security -- |t Future maintenance and operations -- |t Design efficiencies -- |t Developing a common component strategy -- |g Stage 1 |t Performance criteria -- |g Stage 2 |t Assessment of benefits of implementing a common component strategy -- |g Stage 3 |t The benefits of a common component purchasing strategy -- |t The common component procurement strategy -- |t Concluding remarks -- |t References -- |g 6. |t Engaging with suppliers: How to attract suppliers and increase interest and awareness -- |t Introduction -- |t Gathering market intelligence -- |t Supplier dialogue -- |t One-way supplier dialogue -- Supply chain events -- |t One-way supplier dialogue -- Industry days -- |t One way supplier dialogue -- One-to-one meetings -- |t One-way supplier dialogue -- Meet the buyer events -- |t One-way supplier dialogue -- Meet the contractor events -- |t One-way supplier dialogue -- Supplier guide -- |t One-way supplier dialogue -- Business opportunities website -- |t One-way supplier dialogue -- Opportunity slides -- |t Two-way supplier dialogue -- Supplier registration and pre-assessment questionnaires -- |t Two-way supplier dialogue -- Market soundings -- |t Concluding remarks -- |t Reference -- |g 7. |t eSourcing and process codification: Standardising programme procurements -- |t Introduction -- |t The guiding principles of a robust procurement process -- |t Standardising procurement documentation -- |t Security of the procurement system -- |t Evaluation of tenders -- |t The application of electronic tools in the procurement process -- |t eSourcing -- |t eEvaluation -- |t Aspects of managing systematic procurement processes -- |t Standard processes -- |t Schools of excellence -- |t Governance -- |t Assurance -- |t Training -- |t The milestones of procurement reporting -- |t Standardisation and codification of the procurement process -- |g Stage gate 1 |t Agreeing the procurement strategy -- |g Stage gate 2 |t Tender documentation completion -- |g Stage gate 3 |t Tender list agreement -- |g Stage gate 4 |t The tender report -- |t Procurement reporting -- |t Concluding remarks -- |t References -- |g 8. |t Managing supply chain involvement across a programme -- |t Introduction -- |t Supplier relationship management -- |t Remaining in contact with all firms who tender for work -- |t Supply chain mapping -- |t Concluding remarks -- |t Reference -- |g 9. |t Due diligence and the management of capacity -- |t Introduction -- |t Modelling supplier utilisation -- |t Monitoring the financial strength of suppliers -- |t Sub-tier supplier engineering -- |t Identifying critical suppliers -- |t Concluding remarks -- |t References -- |g 10. |t Performance management -- |t Introduction -- |t The Purchase and Supplier Engineering model and programme management -- |t Purchase and Supplier Engineering and the programme management office -- |t Performance management within Purchase and Supplier Engineering -- |t Analysis -- |t Control -- |t Performance improvement through Purchase and Supplier Engineering -- |t Benchmarking -- |t Concluding remarks. |
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| 611 | 2 | 0 | |a Olympic Games |n (30th : |d 2012 : |c London, England) |
| 611 | 2 | 7 | |a Olympic Games |2 fast |
| 650 | 0 | |a Contractors' operations. | |
| 650 | 0 | |a Construction industry |x Management. | |
| 650 | 0 | |a Construction contracts |z Great Britain. | |
| 650 | 0 | |a Public works |z England |z London. | |
| 650 | 6 | |a Entrepreneurs |x Travaux. | |
| 650 | 6 | |a Construction |x Industrie |x Gestion. | |
| 650 | 6 | |a Travaux publics |z Angleterre |z Londres. | |
| 650 | 7 | |a LAW |x Military. |2 bisacsh | |
| 650 | 7 | |a Construction contracts |2 fast | |
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| 650 | 7 | |a Contractors' operations |2 fast | |
| 650 | 7 | |a Public works |2 fast | |
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| 651 | 7 | |a Great Britain |2 fast |1 https://id.oclc.org/worldcat/entity/E39PBJdmp7p3cx8hpmJ8HvmTpP | |
| 700 | 1 | |a Gruneberg, Stephen L. | |
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