The Tender Process / Trouble and dispute –vs- care and competence

The commercial building sector invariably seeks out its labour force through the tender process. It has done this for a good many years and it has refined the process to provide a competent workforce for the right price. Both sides understand the process and both sides gain from it.

In the domestic building or self-build market, this normally equates to two or three quotes from local builders using basic verbal instructions and the architects drawings for specification. Most of the labour supply involved at this level normally meet each other socially and this is how the components of a local building team are normally assembled. The criteria for becoming a member of that team is more likely to be how many pints a tradesman buys the boss and how long they have known them than how well they carry out their work.

Back in the commercial sector, the tender process has become something of a science in its own right. Providing a fully quantified schedule of work to all of those tendering, along with any relevant terms and conditions, makes the job that much easier for both parties, especially for the client who has to sift through them to choose who will carry out the work. “We don’t need all that” I hear you all say…well yes you do. One of the most prevalent causes of dispute in this business are the misunderstandings which occur, because the work was not properly specified in the first place. It’s no good screaming and shouting about extras and changes to specifications, when the work has been agreed in some ambiguous verbal exchange when it was originally quoted.

There is no such thing as a fixed price quotation! Only one that has been fixed to a specified schedule of work. It’s not rocket science…but you would think it was, the way some people take such enormous risks when choosing their builders, rather than undergo the tender process properly. There are plenty of rogues out there, both builders and clients, who will say one thing at the beginning of a project and then conveniently forget or change their minds later and these people can stare you in the eye and lie through their teeth… swearing blind that “such and such” is definitely what was originally agreed.

If everything was put into writing and signed for to accept it, then how could it be argued? Surely, that’s a much better way of behaving. We should all be able to do business together without the need for argument and strife and if the tender process was carried out properly then those, soul-destroying disputes that can so often wreck a building project, would be reduced to a negligible level across the industry.

Project Management

What is this and why should we use it for our building project?
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Feasibility

What should we look for?
Can we afford to do this?
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Budgeting

Finding out what it should all cost.
Keeping those costs under control.
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Programming

How it can really help a project.
How to do it properly.
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Tender Process

Making sure the build team is properly chosen and prepared.
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Procurement

Finding the best value materials.
Making sure they stay that way.
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Site Management

Working with the whole team,
helping everyone to get it right.
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CDM 2015 Regulations

Carrying out the Principle Contractor Role For CDM 2015 Regulations
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