By Alan Turner (auth.)
Aims to provide an explanation for in basic terms how the development ingredients of consumer, specialists and contractors healthy jointly, in addition to offering useful suggestions at the judgements essential to opt for a specific procurement route.
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Extra resources for Building Procurement
To measure 'better' or 'cheaper' may not be as easy as it appears and very quickly judgement of 'value' will become necessary. Methods of measurement, terminology, assessment criteria, accountancy, how figures are made up, how overheads are allocated and so on will perhaps need to be debated. It is perhaps for this reason that a number of large property/construction companies have or have not carried out their own construction, why government agencies do or do not provide their own consultancy services, do or do not put them out to private consultancy.
It seems that, as with the appointment of a project manager before the appointment of a design/construction team, the appointment of a cost consultant before the appointment of the design consultants is seen too often, as with project management, as a 'watchdog', 'super consultant - reporting-outside-the-team' role. The whole discussion of how much design, cost and construction consultancies can and should be combined within one organisation, and are therefore readily able to offer one contract with the client, remains unresolved.
2 Design and build contracting: contractual relationships It is accepted that a client may have in-house skills that make the appointment of a consultant(s) unnecessary_ The design and build contractor will or may, in addition to his contract with the client, be in contract with: Relationships of Parties 37 • domestic suppliers and subcontractors • consultants for design and/or cost consultancy services. It is less likely but still possible that collateral warranties will be required by the client but they may be required by third parties.