{"product_id":"programme-procurement-in-construction-isbn-9780470674734","title":"Programme Procurement in Construction","description":"\u003cp\u003e\"This book ... adds to the impressive 'legacy' of learning which is still emerging from the successful delivery of the London 2012 construction programme. The authors combine the reforming zeal of a champion for change, who was there every step of the way, with academic rigour, and the result is delivered with impressive passion and commitment to the topic … All spenders and suppliers need to read this, to understand how conventional understandings of procurement fall so dramatically short when applied to high value-high risk acquisitions, which invariably is what large construction projects represent.\"\u003cbr\u003e—\u003cb\u003eDon Ward, Chief Executive, Constructing Excellence, UK\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eSuccessful construction is often attributed to one or more aspects of the delivery process from good planning, design and clever engineering to efficient project management and quality construction. Before any of these disciplines can begin, they all require some form of procurement to select the team or supply chain to meet a client’s or a project’s specific requirements. The concept of PSE - Purchase and Supplier Engineering - originated in the procurement of the construction and infrastructure required to stage the 30th Olympiad in London during 2012.  At the time of writing PSE has successfully delivered almost £25bn of public procurement meeting client and project requirements and without legal challenge.\u003c\/p\u003e \u003cp\u003eThe construction of the venues and infrastructure needed to stage London 2012 was such a resounding success that it boosted not only the reputation of the UK construction industry but also the confidence of the UK population in the country’s ability to organise, build and run a major international event. Its success has been lauded as something from which clients and industry could learn. The ODA has established a comprehensive and informative body of evidence as part of a Learning Legacy. While the ODA is well aware of the many elements of the procurement and supply chain management, the complete end to end concept of how the Olympic supply chain procurements were managed has until now not been captured.\u003c\/p\u003e \u003cp\u003eFor example, how does one buy the stage for an Olympic Games? How does one manage the details of thousands of contracts and the many firms of contractors, subcontractors and material suppliers and ensure that no one organisation adversely affects any other to the detriment of the programme?  How are a client’s requirements beyond those of the capital asset realised as part of the investment? How does one measure programme exposure, or manage performance?  How does one measure capacity and the ability of firms to cope with the work and manage the risks involved?\u003c\/p\u003e \u003cp\u003e\u003ci\u003eProgramme Procurement in Construction: Learning from London 2012\u003c\/i\u003e covers the planning and preparation of a programme’s procurement processes from understanding and developing the client’s requirements, to monitoring performance based on the benchmarks contractors set out in their own tender submissions. The emphasis is on a close attention to detail to avoid surprises, while keeping a focus on the total programme.  Purchase and Supplier Engineering provides an overview of managing the interest of firms in participating and the resulting capacity and workloads of all suppliers, including the main contractors and the critical subcontractors and material suppliers.\u003c\/p\u003e \u003cp\u003eOffering techniques, tips and lessons learnt from the implementation of PSE on London 2012 and Crossrail, this book is aimed at public and private sector clients, developers, senior management and those businesses and professionals involved in undertaking the procurement, supply chain management and delivery of multiple construction projects or complex major construction programmes.\u003c\/p\u003e  About the authors xi  \u003cp\u003eList of figures and tables xiii\u003c\/p\u003e \u003cp\u003eForewords from Sir John Armitt CBE, Howard Shiplee CBE, Martin Rowark and Professor Geoffrey E. Petts xv\u003c\/p\u003e \u003cp\u003ePreface xix\u003c\/p\u003e \u003cp\u003eList of acronyms xxvii\u003c\/p\u003e \u003cp\u003e\u003cb\u003e1. Purchase and Supplier Engineering and the London 2012 Olympics 1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 3\u003c\/p\u003e \u003cp\u003eThe concept of Purchase and Supplier Engineering 4\u003c\/p\u003e \u003cp\u003eProgramme organisation – an Olympic case study 8\u003c\/p\u003e \u003cp\u003eProcurement organisation structure – the Olympic Delivery Authority 11\u003c\/p\u003e \u003cp\u003eRoles and responsibilities 11\u003c\/p\u003e \u003cp\u003eProjects and programmes 13\u003c\/p\u003e \u003cp\u003eConcluding remarks 14\u003c\/p\u003e \u003cp\u003eReference 15\u003c\/p\u003e \u003cp\u003e\u003cb\u003e2. A framework for understanding markets in construction 17\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 18\u003c\/p\u003e \u003cp\u003eManaging the supply market 19\u003c\/p\u003e \u003cp\u003eThe client and construction 23\u003c\/p\u003e \u003cp\u003eProjects, programmes and construction dynamics 25\u003c\/p\u003e \u003cp\u003eThe client and the supply chain 27\u003c\/p\u003e \u003cp\u003eDefining the supply chain 28\u003c\/p\u003e \u003cp\u003eOutsourcing and subcontracting 31\u003c\/p\u003e \u003cp\u003eUnderstanding and managing conflict in construction 34\u003c\/p\u003e \u003cp\u003eConcluding remarks 39\u003c\/p\u003e \u003cp\u003eReferences 40\u003c\/p\u003e \u003cp\u003e\u003cb\u003e3. The client’s values and the balanced scorecard 43\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 44\u003c\/p\u003e \u003cp\u003eDeveloping a framework for measuring performance 46\u003c\/p\u003e \u003cp\u003eAll from a project vision 47\u003c\/p\u003e \u003cp\u003ePerformance measurement 50\u003c\/p\u003e \u003cp\u003eUsing balanced scorecards to communicate values and measure performance 53\u003c\/p\u003e \u003cp\u003eDeveloping a balanced scorecard 56\u003c\/p\u003e \u003cp\u003eMeasures including key performance indicators 58\u003c\/p\u003e \u003cp\u003eConstruction KPI measures of economic sustainability 58\u003c\/p\u003e \u003cp\u003eSocial sustainability: Respect for people KPI measures 59\u003c\/p\u003e \u003cp\u003eEnvironmental sustainability: Environmental KPI measures 59\u003c\/p\u003e \u003cp\u003eCreating appropriate KPIs from a project vision and scorecard 62\u003c\/p\u003e \u003cp\u003eConcluding remarks 63\u003c\/p\u003e \u003cp\u003eReferences 64\u003c\/p\u003e \u003cp\u003e\u003cb\u003e4. Packaging and contracting strategies 65\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 66\u003c\/p\u003e \u003cp\u003eWhat, why and how to buy 68\u003c\/p\u003e \u003cp\u003ePackaging strategy 70\u003c\/p\u003e \u003cp\u003eGestalt theory 73\u003c\/p\u003e \u003cp\u003eProgramme clusters 75\u003c\/p\u003e \u003cp\u003eProgramme application 78\u003c\/p\u003e \u003cp\u003eContracting strategy 79\u003c\/p\u003e \u003cp\u003eForms of contract used in the 2012 Olympics procurement 79\u003c\/p\u003e \u003cp\u003eClassifi cation of contracts 82\u003c\/p\u003e \u003cp\u003eConcluding remarks 85\u003c\/p\u003e \u003cp\u003eReferences 88\u003c\/p\u003e \u003cp\u003e\u003cb\u003e5. Common component and commodity strategies 89\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 90\u003c\/p\u003e \u003cp\u003eThe benefits of a common component strategy 91\u003c\/p\u003e \u003cp\u003eFactors infl uencing the procurement of common components 93\u003cbr\u003e \u003cbr\u003e Market leverage 93\u003c\/p\u003e \u003cp\u003eSupply chain security 95\u003c\/p\u003e \u003cp\u003eFuture maintenance and operations 95\u003c\/p\u003e \u003cp\u003eDesign efficiencies 96\u003c\/p\u003e \u003cp\u003eDeveloping a common component strategy 96\u003c\/p\u003e \u003cp\u003eStage 1: Performance criteria 97\u003c\/p\u003e \u003cp\u003eStage 2: Assessment of benefits of implementing a common component strategy 98\u003c\/p\u003e \u003cp\u003eStage 3: The benefi ts of a common component purchasing strategy 99\u003c\/p\u003e \u003cp\u003eThe common component procurement strategy 100\u003c\/p\u003e \u003cp\u003eConcluding remarks 102\u003c\/p\u003e \u003cp\u003eReferences 102\u003c\/p\u003e \u003cp\u003e\u003cb\u003e6. Engaging with suppliers: How to attract suppliers and increase interest and awareness 103\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 105\u003c\/p\u003e \u003cp\u003eGathering market intelligence 107\u003c\/p\u003e \u003cp\u003eSupplier dialogue 109\u003c\/p\u003e \u003cp\u003eOne-way supplier dialogue – Supply chain events 110\u003c\/p\u003e \u003cp\u003eOne-way supplier dialogue – Industry days 110\u003c\/p\u003e \u003cp\u003eOne way supplier dialogue – One-to-one meetings 111\u003c\/p\u003e \u003cp\u003eOne-way supplier dialogue – Meet the buyer events 112\u003c\/p\u003e \u003cp\u003eOne-way supplier dialogue – Meet the contractor events 113\u003c\/p\u003e \u003cp\u003eOne-way supplier dialogue – Supplier guide 114\u003c\/p\u003e \u003cp\u003eOne-way supplier dialogue – Business opportunities website 115\u003c\/p\u003e \u003cp\u003eOne-way supplier dialogue – Opportunity slides 117\u003c\/p\u003e \u003cp\u003eTwo-way supplier dialogue – Supplier registration and pre-assessment questionnaires 117\u003c\/p\u003e \u003cp\u003eTwo-way supplier dialogue – Market soundings 120\u003c\/p\u003e \u003cp\u003eConcluding remarks 125\u003c\/p\u003e \u003cp\u003eReference 126\u003c\/p\u003e \u003cp\u003e\u003cb\u003e7. eSourcing and process codifi cation: Standardising programme procurements 127\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 128\u003c\/p\u003e \u003cp\u003eThe guiding principles of a robust procurement process 129\u003c\/p\u003e \u003cp\u003eStandardising procurement documentation 130\u003c\/p\u003e \u003cp\u003eSecurity of the procurement system 131\u003c\/p\u003e \u003cp\u003eEvaluation of tenders 132\u003c\/p\u003e \u003cp\u003eThe application of electronic tools in the procurement process 133\u003c\/p\u003e \u003cp\u003eeSourcing 134\u003c\/p\u003e \u003cp\u003eeEvaluation 139\u003c\/p\u003e \u003cp\u003eAspects of managing systematic procurement processes 141\u003c\/p\u003e \u003cp\u003eStandard processes 141\u003c\/p\u003e \u003cp\u003eSchools of excellence 142\u003c\/p\u003e \u003cp\u003eGovernance 143\u003c\/p\u003e \u003cp\u003eAssurance 144\u003c\/p\u003e \u003cp\u003eTraining 145\u003c\/p\u003e \u003cp\u003eThe milestones of procurement reporting 146\u003c\/p\u003e \u003cp\u003eStandardisation and codification of the procurement process 147\u003c\/p\u003e \u003cp\u003eStage gate 1 – Agreeing the procurement strategy 148\u003c\/p\u003e \u003cp\u003eStage gate 2 – Tender documentation completion 148\u003c\/p\u003e \u003cp\u003eStage gate 3 – Tender list agreement 149\u003c\/p\u003e \u003cp\u003eStage gate 4 – The tender report 149\u003c\/p\u003e \u003cp\u003eProcurement reporting 151\u003c\/p\u003e \u003cp\u003eConcluding remarks 151\u003c\/p\u003e \u003cp\u003eReferences 154\u003c\/p\u003e \u003cp\u003e\u003cb\u003e8. Managing supply chain involvement across a programme 155\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 156\u003c\/p\u003e \u003cp\u003eSupplier relationship management 157\u003c\/p\u003e \u003cp\u003eRemaining in contact with all firms who tender for work 159\u003c\/p\u003e \u003cp\u003eSupply chain mapping 162\u003c\/p\u003e \u003cp\u003eConcluding remarks 167\u003c\/p\u003e \u003cp\u003eReference 168\u003c\/p\u003e \u003cp\u003e\u003cb\u003e9. Due diligence and the management of capacity 169\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 170\u003c\/p\u003e \u003cp\u003eModelling supplier utilisation 170\u003c\/p\u003e \u003cp\u003eMonitoring the fi nancial strength of suppliers 180\u003c\/p\u003e \u003cp\u003eSub-tier supplier engineering 182\u003c\/p\u003e \u003cp\u003eIdentifying critical suppliers 185\u003c\/p\u003e \u003cp\u003eConcluding remarks 189\u003c\/p\u003e \u003cp\u003eReferences 191\u003c\/p\u003e \u003cp\u003e\u003cb\u003e10. Performance management 193\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 195\u003c\/p\u003e \u003cp\u003eThe Purchase and Supplier Engineering model and programme management 195\u003c\/p\u003e \u003cp\u003ePurchase and Supplier Engineering and the programme management office 197\u003c\/p\u003e \u003cp\u003ePerformance management within Purchase and Supplier Engineering 197\u003c\/p\u003e \u003cp\u003eAnalysis 198\u003c\/p\u003e \u003cp\u003eControl 199\u003c\/p\u003e \u003cp\u003ePerformance improvement through Purchase and Supplier Engineering 200\u003c\/p\u003e \u003cp\u003eBenchmarking 201\u003c\/p\u003e \u003cp\u003eConcluding remarks 201\u003c\/p\u003e \u003cp\u003eIndex 205\u003c\/p\u003e \u003cp\u003e\u003cb\u003eJohn Mead, Director, Davis Langdon\u003c\/b\u003e\u003cbr\u003e30 years of experience working at all levels within the construction sector, including on site as a trade contractor, in project management, policy development for the Construction Industry Council and with the Movement for Innovation (M4I). And for the last 8 years within construction consultancy specialising in supply chain management.\u003cbr\u003e\u003cbr\u003eHe is a Director at Davis Langdon, an AECOM Company and works within the Program Management team leading the supply chain management function for a number of clients, programs and projects.\u003cbr\u003e\u003cbr\u003eJohn currently divides his time between the Supply Chain Management function for the Olympic Delivery Authority for the delivery of the infrastructure for the London 2012 Olympic and Paralympic Games. A project which until recently he led for over 3 years and the Crossrail programme where he is taking the strategy and implementation he developed and delivered for ODA and is now implementing on this program.\u003cbr\u003e\u003cbr\u003eJohn has captured the learning from his previous roles including the success achieved for ODA and now being delivered for Crossrail, and has developed the Purchase and Supplier Engineering service which forms part of the Davis Langdon Program Management.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eStephen Gruneberg, Reader, University of Westminster\u003cbr\u003e\u003c\/b\u003eVisiting Fellow, Faculty of the Built Environment, Northumbria University, and Teaching Fellow, (Part-time), Development Planning Unit, Bartlett School, UCL.\u003cbr\u003e\u003cbr\u003ePublications include: (2008) Construction and Property Markets in a Changing World Economy in Les Ruddock (ed) \u003ci\u003eEconomics for the Modern Built Environment,\u003c\/i\u003e Taylor and Francis (2000) \u003ci\u003eThe Economics of the Modern Construction Sector\u003c\/i\u003e, (with G Ive), Macmillan (2000)\u003ci\u003eThe Economics of the Modern Construction Firm\u003c\/i\u003e, (with G Ive), Macmillan, (2000) The Building Industry and the Building Process. in Knox P., and Ozolins P., \u003ci\u003eDesign Professionals and the Built Environment\u003c\/i\u003e, John Wiley, USA, (1997) \u003ci\u003eConstruction Economics; an introduction\u003c\/i\u003e, Macmillan.\u003c\/p\u003e \u003cp\u003e\"This book … adds to the impressive 'legacy' of learning which is still emerging from the successful delivery of the London 2012 construction programme. The authors combine the reforming zeal of a champion for change, who was there every step of the way, with academic rigour, and the result is delivered with impressive passion and commitment to the topic … All spenders and suppliers need to read this, to understand how conventional understandings of procurement fall so dramatically short when applied to high value-high risk acquisitions, which invariably is what large construction projects represent.\"\u003cbr\u003e--\u003cb\u003eDon Ward\u003c\/b\u003e, Chief Executive, Constructing Excellence, UK\u003c\/p\u003e \u003cp\u003eSuccessful construction is often attributed to one or more aspects of the delivery process from good planning, design and clever engineering to efficient project management and quality construction. Before any of these disciplines can begin, they all require some form of procurement to select the team or supply chain to meet a client’s or a project’s specific requirements. The concept of PSE - Purchase and Supplier Engineering - originated in the procurement of the construction and infrastructure required to stage the 30th Olympiad in London during 2012. At the time of writing PSE has successfully delivered almost £25bn of public procurement meeting client and project requirements and without legal challenge.\u003c\/p\u003e \u003cp\u003eThe construction of the venues and infrastructure needed to stage London 2012 was such a resounding success that it boosted not only the reputation of the UK construction industry but also the confidence of the UK population in the country’s ability to organise, build and run a major international event. Its success has been lauded as something from which clients and industry could learn. The ODA has established a comprehensive and informative body of evidence as part of a Learning Legacy. While the ODA is well aware of the many elements of the procurement and supply chain management, the complete end to end concept of how the Olympic supply chain procurements were managed has until now not been captured.\u003c\/p\u003e \u003cp\u003eFor example, how does one buy the stage for an Olympic Games? How does one manage the details of thousands of contracts and the many firms of contractors, subcontractors and material suppliers and ensure that no one organisation adversely affects any other to the detriment of the programme? How are a client’s requirements beyond those of the capital asset realised as part of the investment? How does one measure programme exposure, or manage performance? How does one measure capacity and the ability of firms to cope with the work and manage the risks involved?\u003c\/p\u003e \u003cp\u003e\u003ci\u003eProgramme Procurement in Construction: Learning from London 2012\u003c\/i\u003e covers the planning and preparation of a programme’s procurement processes from understanding and developing the client’s requirements, to monitoring performance based on the benchmarks contractors set out in their own tender submissions. The emphasis is on a close attention to detail to avoid surprises, while keeping a focus on the total programme. Purchase and Supplier Engineering provides an overview of managing the interest of firms in participating and the resulting capacity and workloads of all suppliers, including the main contractors and the critical subcontractors and material suppliers.\u003c\/p\u003e \u003cp\u003eOffering techniques, tips and lessons learnt from the implementation of PSE on London 2012 and Crossrail, this book is aimed at public and private sector clients, developers, senior management and those businesses and professionals involved in undertaking the procurement, supply chain management and delivery of multiple construction projects or complex major construction programmes.\u003c\/p\u003e \u003cp\u003e‘This book … adds to the impressive ‘legacy’ of learning which is still emerging from the successful delivery of the London 2012 construction programme. The authors combine the reforming zeal of a champion for change, who was there every step of the way, with academic rigour, and the result is delivered with impressive passion and commitment to the topic … All spenders and suppliers need to read this, to understand how conventional understandings of procurement fall so dramatically short when applied to high value-high risk acquisitions, which invariably is what large construction projects represent.’\u003c\/p\u003e","brand":"Wiley-Blackwell","offers":[{"title":"Default Title","offer_id":47989871739109,"sku":"NP9780470674734","price":75.95,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9780470674734.jpg?v=1761785738","url":"https:\/\/k12savings.com\/products\/programme-procurement-in-construction-isbn-9780470674734","provider":"K12savings","version":"1.0","type":"link"}