Modern Construction Enterprise: Fulton Hogan Case Study Report

This report provides a comprehensive case study analysis of Fulton Hogan, a prominent construction and road works firm operating in New Zealand and Australia. The report examines Fulton Hogan's strategies for identifying its target market, which primarily includes governmental bodies and large private organizations, and outlines its methods for contacting clients, largely through online platforms and tender portals. It details the company's integrated supply chain, emphasizing its asphalt manufacturing plants and decentralized approach to supply management. The report further explores Fulton Hogan's risk assessment and management policies, including safety training and organizational policies, as well as the key performance indicators used to measure project success, such as accident rates, revenue growth, and customer satisfaction. Finally, it describes the company's approach to addressing project-related issues, highlighting the involvement of technical and human resource departments in problem-solving and the integration of lessons learned into training programs. The report uses the Harvard referencing system.

Running head: FULTON HOGAN
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Targeting the Market:
Fulton Hogan is a large construction and road works firm, doing great business in New
Zealand and Australia. The origin of the company is in New Zealand, however it has expanded a
great business in Australia as well. Dealing in the business world since 1933, the organization
has a huge market base, and a good market exposure and the prime areas, where the organization
works, are, Roads and Bridges, Ports and Airports and Railways, Communications and the
Energy Resources, Defense System of the Countries or the States and the Water Infrastructures
(Fulton Hogan. 2020). Therefore the prime focus of the organization or the target market for the
organization, is, the governments of the countries and the states and the big private organization
of the same. The major projects of the organization include the Arraw Dam, Arthurs Lake Hydro,
Awakino Tunnel Bypass, Auckland Motorway Alliance, Bayswater Level Crossing Removal,
Bentkey Chemplex Redevelopement and the like (Fulton Hogan. 2020). Therefore, all these
examples clearly determines that the target market of the company are, the governmental projects
or the projects of the Multi- National Companies.
Contacting the Clients:
Usually the clients are contacted online. Either through the websites of the pages of the
organization or through the websites where the tenders or the advertisements for the
constructions are posted. There are certain portals or websites which are called the tender portals,
where the government of the country, as well as the state governments are enlisted and they
update the portals for the need of construction works. These tenders can be regarded as the
advertisements for work, or projects. Therefore, the organization usually searches through the
portals for work, and thereupon, apply for the beadings of the applicable or the doable jobs
(Lynch et al. 2019). For the private organizations, it is usually the websites of the organizations,

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where the notifications of the projects are enlisted, therefore, the organization has to search the
websites continuously. However, sometimes when a good relationship is established between the
Fulton and the other company, a direct call from the partner company can be expected. For
example it is partnered with Citywide, therefore, it is more likely that most of the projects will be
conducted by Fulton Hogan itself. Therefore as can be seen that the major way of contacting
these organizations or to search for the projects is to search through the portals or the company
websites (Hurley. 2013). However, sometimes tether are invitations made through the mail
chains, that is, sometime the companies get direct mail invitations to come down to the beading
process.
Integration of the Supply Chain:
The supply chain policy or the supply chain system of the organization is the prime
reason for the company to get success. The company owns its own asphalt manufacturing plants,
from where all the operations of the road building projects and the maintenance business is done,
throughout New Zealand and Australia. Therefore, it can be claimed that the supply management
of the organization is quite strong, and the organization follows a traditional mode of supply
chain policy, hence, all roads first lead to the manufacturing facility and then to the customers
(Alabaster, D., Herrington, P. and Waters. 2014). The organization primarily focuses upon its
manufacturing plants and its supply chin system and therefore, there is national level negotiation
between the organization and its suppliers. The agreements are signed at the national level and
since the organization is vertically integrated and as the internal resources of the organization are
used rigorously and to meet all the needs therefore, it becomes easier for the organization to
manage its supply chain system (Benton, 2020). In this notion the organization practices a
decentralized attitude in order to endure a complete understanding of the supply chain system

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across all the teams and all the layers and units of the organization. Also the purchase system is
also kept agile and mobile and the accessibility is provided to the frontline staff.
Risk Assessment and Management:
Since the organization is dealing in the construction business and as the organization
involves s a huge human capital therefore the safety of the members or the employees are one of
the prime priorities of the organization, and therefore, they have developed enough policies and
system in order to assess the risks and further to manage the same. The workers are provided
with training in order to understand the risk situations and can have taken proper precautions. In
this notion, they have develop ten safety rules for the workers working on site (Petho. 2017).
Along with this, they have developed certain organizational policies, like the Code of conduct
Policy, the Environmental Policy, the Quality Policy, the Sustainability Policy, the Risk and
Opportunity Policy, the Community and Stakeholder Policy and the Healthy and Safety Policy
(Fulton Hogan. 2020). In this notion, it is important to mention the Risk policy where they have
claimed to provide proper trainings and the adoption of a pro- active approach to the risk and
opportunity management.
Measuring the Project Success:
The organization measures its success by checking certain key factors. These factors
include, the number of accidents the numbers of risks taken, the revenue of the organization, te
employee retention and the customer satisfaction. Therefore, considering the business of the
organization, it can be seen that in the last year, there are only two major accidents that had taken
place. On the other hand the organization is experiencing a 6.5% growth for the past two years
(Noktehdan et al. 2019). Lastly, the supply chain management of the organization is, one of the
most successful one among the multi-national corporations dealing within the country and the

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increasing numbers of business partners and the recent market expansion determines the
customer satisfaction of the company.
Dealing with the Issues:
While dealing with an issues related to a project the organization tries to point out and
highlight the exact area where the problem has taken place and there upon, the organization takes
an appropriate approach to the management of the problem, and further the organization includes
this problem situation into its training management in order to ensure no repetition of a similar
mistake (Hunt. 2015). Also, the technical department of the organization, who deals with the
equipment and the human resource department of the organization also include a very pro-active
approach towards the management of the problems.

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References:
Alabaster, D., Herrington, P. and Waters, J., 2014. Optimising long life low noise porous asphalt.
In Asphalt Pavements (pp. 245-254). CRC Press.
Benton, D. (2020). Fulton Hogan: The road to success. [online] Supplychaindigital.com.
Available at: https://www.supplychaindigital.com/company/fulton-hogan-road-success#
[Accessed 6 Feb. 2020].
Fulton Hogan. (2020). Sydney Water partnership to deliver world class water-services - Fulton
Hogan. [online] Available at: https://www.fultonhogan.com/sydney-water-partnership-to-
deliver-world-class-water-services/ [Accessed 6 Feb. 2020].
Hunt, S., 2015, June. Delivering a Risk-based Skid Resistance Strategy for a Roading Network.
In 9th International Conference on Managing Pavement Assets.
Hurley, L., 2013. Alliance advantage. Engineering Insight, 14(5), p.35.
Lynch, A.J., Baumgartner, L.J., Boys, C.A., Conallin, J., Cowx, I.G., Finlayson, C.M., Franklin,
P.A., Hogan, Z., Koehn, J.D., McCartney, M.P. and O’Brien, G., 2019. Speaking the same
language: can the sustainable development goals translate the needs of inland fisheries into
irrigation decisions?. Marine and Freshwater Research, 70(9), pp.1211-1228.
Noktehdan, M., Shahbazpour, M., Zare, M.R. and Wilkinson, S., 2019. Innovation Management
and Construction Phases in Infrastructure Projects. Journal of Construction Engineering and
Management, 145(2), p.04018135.

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Petho, L., 2017, August. Risk management of high RAP content asphalt mixes by using
statistical tools. In AAPA International Flexible Pavements Conference, 17th, 2017, Melbourne,
Victoria, Australia.