Selecting a suitable procurement method for a building project

Construction Management and Economics 01/1998; 16(2):221-233. DOI: 10.1080/014461998372501
Source: RePEc

ABSTRACT Building procurement has become a fashionable term with industry practitioners and researchers. It determines the overall framework and structure of responsibilities and authorities for participants within the building process. It is a key factor contributing to overall client satisfaction and project success. The selection of the most suitable procurement method consequently is critical for both clients and project participants, and is becoming an important and contemporary issue within the building industry. The problem, nevertheless, lies in the fact that there has been limited empirical research in this field of study. Postal questionnaire surveys of 41 clients and 35 consultants were carried out, and were used to obtain experience of and attitudes to a variety of procurement methods and the criteria used for selection. The findings indicate that a simple set of the criteria generally is adequate and sufficient for procurement path selection, and that there is a reasonable consensus on the appropriate weighting for each path. Moreover, it is shown that, contrary to expectations, similar clients generally do not have similar procurement needs.

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    ABSTRACT: The recent growth of interest in the strategic decisions made by clients as to how to organize and manage their projects has not as yet been matched by any extensive and systematic analysis of clients' attitudes and approaches towards project management. This paper seeks to help redress this imbalance by presenting findings from a survey of 138 client organizations drawn from both the private and public sectors. Focusing upon their experiences on a recently completed, comparatively large (£1 million plus) project, the paper examines similarities and differences in the ways in which clients organize and manage their projects and assesses the impact of these practices on project performance. Differences in the type, size and typicality of the projects are also taken into account in the analysis. The main conclusions drawn from the data are that client experience has an important impact upon many of the decisions made, that strategic decisions are often internally driven as opposed to project-based, that additional work and inadequate briefing still continue to cause problems during construction, and that there is little direct evidence in favour of alternatives to traditional managerial and contractual arrangements.
    Construction Management and Economics 07/1991; 9(4):327-342.


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May 27, 2014