Construction Management 3: Tendering and Contract Strategy

The Construction Management 3 assignment addresses the use of tendering and contract arrangements to select cost-effective contractors based on financial and technical capabilities. It emphasizes that contracts are legal agreements ensuring clear expectations between developers and contractors, reducing complications. The document highlights the use of a management-based procurement strategy for timely and high-quality construction delivery within a 137-week timeframe. It outlines the role of a construction manager in obtaining designs from developers, managing subcontractors and workers on-site, and ensuring project quality and timeliness. The assignment also notes that contract administration is centralized under the construction manager to facilitate communication with the developer and streamline operations at the site.

Construction Management 1
Construction Management
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Construction Management 2
Construction Management
Tendering and Contract Arrangement
Tendering allows for the developer to select the best contractor for the individual needs
and purposes of construction, while at the same time using the most cost effective service
providers for the construction. This is because tendering invites a number of professionals to bid
and the winner is selected based on the financial and technical capabilities of the applicants,
allowing the developer to select the best contractor at the most cost effective manner. On the
other hand, contracts refer to the legal binding agreement between the contractor and the
developer to ensure that both parties get what they want from the partnership in the end, without
any wrangles or complications. Using both tendering and contracting through the management
based method will ensure that all the construction deliverables are met on time and in the best
quality (Chan & Chan, 2014). Quickbuild is a construction company that uses both tendering and
contracts to ensure that the needs of the developer are met due to its expertise in the construction
industry. The company will have to obtain workers on contract to work on the expected times
and also obtain subcontractors to do some construction works collaboratively with these workers
through tendering.
Procurement Strategy/Management Plan
Since timeframe and quality considerations are the most important needs for the
developer the best procurement strategy in this project will be the management based
procurement strategy. The company has been involved in a number of projects showing its
expertise in the management of workers and contractors. In addition, since only 137 weeks have
been allocated to deliver quality construction, this method will allow for the management of
tendered professional to participate in different kinds of the job so as to achieve the best quality

Construction Management 3
of work in the shortest possible time. The management strategy will achieve this because
different project teams can work collaboratively in the same project, allowing for different
activities to be done in parallel and thus save on time (Hughes, 2012). The workers will have to
be managed to work long hours both in the weekends and weekdays since the infrastructure
around the site will be affected.
Delivery Method
This project will use the delivery method of a construction manager, who will obtain all
the designs and concept form the developer, and then get involved in managing the different
subcontractors and workers on the site for the sake of achieving good quality and timely
completion of the project (Hughes, 2012). This is because the company is a construction
company that has experiencing in different scopes of construction projects. This allows for the
developer to be actively involved in the building process through the construction manager and
allows the developer to have the deliverables ion a fixed financial and time plan.
The Contract and Subcontract Administration
The roles of management and administration of the contacts in the construction project
will be the responsibility of the construction manager who is in charge of all the operations on
the site. This will enable all information to flow in one channel, making it effective and
independent of the situations of other contractors in the project site. In addition, it will simplify
issues for the developer who will only communicate to the construction manager regarding all
the activities in the construction site (Fisk & Reynolds, 2011). This will also facilitate a more
effective management of workers and subcontractors as they all have one person to deal with
irrespective of the situation of other contractors, allowing the quality and time constraints of the
constructions to be achieved.

Construction Management 4
References
Chan, A., & Chan, A. P. (2014). Key Performance Indicators For Measuring Construction
Success. Benchmark> An International Construction Jounal, 50-65.
Fisk, E., & Reynolds, R. (2011). Construction Projects Administration. New York: Pearson
Higher Ed.
Hughes, W. (2012). Identifying the appropriate construction procurement methods. COnstruction
Management Journal, 153-179.