Subcontracting
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PowerPoint presentation in which the notion of subcontracting, its advantages and disatvantages and its effects are discovered.
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12.1 Procurement Contracts
This document discusses different types of contracts used in project management. It describes contracts as legal agreements between two or more parties. There are two main types of contracts: fixed-price contracts, used when requirements are well-defined, and cost-reimbursable contracts, best used when the scope is expected to change. Specific contract types are defined, including firm fixed price (FFP), fixed price incentive fee (FPIF), cost plus fixed fee (CPFF), and time and material (T&M) contracts.
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The document provides an overview of the tendering and bidding process. It defines key terms like tender, bid, proposal, and procurement methods. The tender process involves several steps - pre-tender activities, issuing the tender, tender evaluation, and awarding the contract. The bidding process map outlines various stages from announcement to awarding. The evaluation process consists of opening bids, examining them, requesting clarifications, evaluating and comparing bids, post-qualification, and recommending a winner. Key points of evaluation include checking for completeness, computational errors, and applying criteria to determine the lowest bidder.
CONTRACTS AND ITS TYPES
There are several types of construction contracts. Price-based contracts include lump sum contracts, where the contractor is paid a fixed price for the entire project, and unit price contracts, where payment is made based on rates for individual work units. Cost-based contracts include cost plus contracts, where the contractor is reimbursed for costs plus a fee or percentage, and guaranteed maximum price contracts, where the owner's liability is capped but the contractor can retain savings if the project costs less than estimated. The appropriate contract type depends on factors like project scope definition and risk allocation between owner and contractor.
Lecture 1 Introduction to Procurement and contract Management Management - Co...
This document provides an overview of project procurement and contract management. It defines procurement as the process of acquiring goods and services through purchasing, renting or leasing. Procurement includes preparing specifications, evaluating bids, awarding contracts and contract administration. The key functions of procurement management are issuing purchase requisitions, purchase orders, approving invoices, vendor management and contract management. Contract management involves negotiating terms, ensuring compliance with terms, and documenting any changes to contracts. The objectives of contract management are to ensure contracts are delivered on time and specifications at the agreed upon price.
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The document discusses claims and disputes in construction projects. It defines a claim as a request for payment or entitlements under the contract terms. Claims generally arise due to situations where a party has not fulfilled their contractual obligations. There are different types of claims such as those due to changes by the employer, delays, disruptions, defective specifications, and differing site conditions. Claims must have a basis in the contractual clauses or common law. Key contract clauses relate to areas like access to site, cooperation of parties, unforeseeable conditions, delays, testing, and taking over of works.
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This document discusses different types of contracts used in project management. It describes contracts as legal agreements between two or more parties. There are two main types of contracts: fixed-price contracts, used when requirements are well-defined, and cost-reimbursable contracts, best used when the scope is expected to change. Specific contract types are defined, including firm fixed price (FFP), fixed price incentive fee (FPIF), cost plus fixed fee (CPFF), and time and material (T&M) contracts.
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The power point presentation describes about the Procurement- Contract Management in detail. Some important points are covered here that will help you know, why contract management is necessary.
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This document discusses contract management. It defines a contract and contract management, and outlines the key elements and lifecycle of effective contract management. These include planning, performance monitoring, relationship management, governance, knowledge management, change management, contingency planning, and ongoing review. Issues at each stage of the contract management lifecycle are also examined, from procurement to closure. The document emphasizes that contract management aims to ensure all parties fully meet obligations to satisfy operational objectives and strategic goals.
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The document provides an overview of the tendering and bidding process. It defines key terms like tender, bid, proposal, and procurement methods. The tender process involves several steps - pre-tender activities, issuing the tender, tender evaluation, and awarding the contract. The bidding process map outlines various stages from announcement to awarding. The evaluation process consists of opening bids, examining them, requesting clarifications, evaluating and comparing bids, post-qualification, and recommending a winner. Key points of evaluation include checking for completeness, computational errors, and applying criteria to determine the lowest bidder.
CONTRACTS AND ITS TYPES
There are several types of construction contracts. Price-based contracts include lump sum contracts, where the contractor is paid a fixed price for the entire project, and unit price contracts, where payment is made based on rates for individual work units. Cost-based contracts include cost plus contracts, where the contractor is reimbursed for costs plus a fee or percentage, and guaranteed maximum price contracts, where the owner's liability is capped but the contractor can retain savings if the project costs less than estimated. The appropriate contract type depends on factors like project scope definition and risk allocation between owner and contractor.
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Claims & disputes management
The document discusses claims and disputes in construction projects. It defines a claim as a request for payment or entitlements under the contract terms. Claims generally arise due to situations where a party has not fulfilled their contractual obligations. There are different types of claims such as those due to changes by the employer, delays, disruptions, defective specifications, and differing site conditions. Claims must have a basis in the contractual clauses or common law. Key contract clauses relate to areas like access to site, cooperation of parties, unforeseeable conditions, delays, testing, and taking over of works.
Construction Project Management
This document discusses project management principles and techniques. It covers topics like organizing and managing projects, planning projects, review procedures, reporting, and project termination. It describes various project management functions including defining project scope, deciding how activities will be executed, developing suitable project organizations, preparing implementation plans, and monitoring and controlling progress. It also discusses techniques for project planning like network analysis, bar charts, work breakdown structures, critical path method, and time/resource analysis.
Procurement Methods and their Application.
This document provides an overview and analysis of various procurement methods for construction projects, including traditional, design-build, management contracting, and public-private partnerships. It defines procurement as acquiring something through effort and discusses the client's main concerns of finishing on time, within budget, and achieving quality. The traditional method involves separate design and construction phases. Design-build combines design and construction responsibilities. Management contracting and construction management involve subcontractors managed by a consultant or manager. Public-private partnerships allow collaboration between public and private sectors. The conclusion emphasizes the importance of professional advice to help clients choose the most appropriate option based on their specific project needs and concerns.
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The document discusses the roles and responsibilities of project managers and contract administrators in construction contract management and administration. It defines key terms like project, program, and operations. It outlines the main tasks involved in construction contract administration such as developing accurate bid documents, ensuring quality control, administering payments, and resolving disputes. It also discusses how project managers and contract administrators should work together to plan, schedule, procure, execute, track, and close out projects while meeting time, cost and quality objectives.
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The document discusses the key stages of contract management including monitoring performance, change management, dispute resolution, and financial management. It emphasizes establishing clear contract terms, monitoring delivery timelines and quality, handling changes appropriately, addressing disputes through remedies or termination, and ensuring timely payments. Effective contract management helps ensure all parties meet their obligations under the agreement.
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- Tools like make-or-buy analysis, expert judgment, and market research help evaluate whether to outsource work or keep it in-house.
- The output is a procurement management plan that documents purchasing decisions and identifies potential suppliers.
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The document discusses construction project management. It provides background on the construction industry, noting that it is large, employs many workers, and often experiences cost overruns and delays. It then describes various challenges in construction including its bespoke nature, many stakeholders, and constraints of time, cost, and quality. The stages of construction projects and roles of various participants like architects, engineers, and contractors are outlined. Project planning, coordination, control, and other management functions are also summarized.
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The document discusses the roles and responsibilities of project managers and contract administrators in construction contract management and administration. It defines key terms like project, program, and operations. It outlines the main tasks involved in construction contract administration such as developing accurate bid documents, ensuring quality control, administering payments, and resolving disputes. It also discusses how project managers and contract administrators should work together to plan, schedule, procure, execute, track, and close out projects while meeting time, cost and quality objectives.
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The document discusses the key stages of contract management including monitoring performance, change management, dispute resolution, and financial management. It emphasizes establishing clear contract terms, monitoring delivery timelines and quality, handling changes appropriately, addressing disputes through remedies or termination, and ensuring timely payments. Effective contract management helps ensure all parties meet their obligations under the agreement.
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The document discusses procurement and contract management. It defines procurement as the purchase of goods, services, or works at the best price, delivery date, and legal terms through a competitive bidding process. Contract management involves contract planning, procurement management, and contract administration. It aims to ensure fair competition and fair distribution of obligations and rights among stakeholders. The document outlines different types of procurement and contract delivery systems including force account, design-bid-build, and design-build. It provides details on the processes, roles, advantages, and disadvantages of each type.
PMP_Project Procurement Management
The document discusses project procurement management. It describes the key inputs, tools and techniques, and outputs for planning procurements. Some important points covered include:
- The project management plan, requirements documentation, risk register, and other documents are used as inputs to determine procurement needs.
- Tools like make-or-buy analysis, expert judgment, and market research help evaluate whether to outsource work or keep it in-house.
- The output is a procurement management plan that documents purchasing decisions and identifies potential suppliers.
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This document discusses construction claims, disputes, and project closure. It begins by explaining that during project execution, issues often arise between parties that cannot be resolved, resulting in claims from contractors for time extensions or cost reimbursements. These claims can be settled amicably or become disputes if the owner does not agree. Common sources of claims include defects in contracts, site conditions differing from descriptions, scope changes, and payment delays. The document provides guidance on claim management, notification, substantiation, and resolution procedures. It also discusses mechanisms for dispute avoidance and resolution such as negotiation, mediation, arbitration, and their advantages over legal proceedings.
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Contract administration involves managing the agreement between an employer/client and contractor to ensure objectives are met on time and within budget. It also requires monitoring performance for deficiencies and resolving conflicts. Key stakeholders in a construction project include design teams, clients, contractors, and project managers. Managing contract risk involves identifying, analyzing, evaluating, and treating risks, as well as monitoring risks over time. Disputes can be resolved through negotiation between parties or mediation with a neutral third party to reach an agreed settlement.
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The document discusses extension of time (EOT) in construction projects. It outlines factors that can cause delays and qualify for an EOT, including weather, site conditions, design issues, and delays by owners or other contractors. It also summarizes requirements for applying for and approving EOTs according to standard contract forms and Nepalese law. Contractors must apply before the deadline and prove delays were outside their control. EOT approval depends on the length of extension needed and requires investigation by the owner. Liquidated damages may be assessed for contractor delays, but contracts also provide rewards for early completion.
Effective Contract Management
Effective contract management requires planning throughout the entire contract lifecycle from upstream preparation and downstream execution. Key aspects of successful contract management include establishing clear roles and responsibilities, managing stakeholder expectations, monitoring performance metrics, addressing changes or issues that arise, and conducting a review at contract closure to capture lessons learned. Proper risk assessment and relationship management also help facilitate positive outcomes from contracts.
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This document discusses the role of a Project Implementation Unit (PIU) in managing construction contracts and projects. It outlines the PIU's responsibilities in three key phases: execution, monitoring and control, and closure. During execution, the PIU directs project work, performs quality assurance, and distributes information to stakeholders. In monitoring and control, the PIU oversees project progress, manages changes, and reports performance. Finally, for closure the PIU completes the project/phase and closes procurement contracts by issuing completion certificates and collecting as-built documents. The document provides detailed steps for carrying out each of these responsibilities.
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The document discusses the key processes in project procurement management according to PMBOK 6. It describes the processes of plan procurement management, conduct procurements, and control procurements. It provides examples of how to plan procurement management for an office renovation project through make-or-buy analysis and developing the procurement management plan, statement of work, and request for proposal/quotation. It also notes that a procurement manager oversees contract administration and approves any changes to the procurement statement of work.
Termination of contract
This document discusses different ways in which a contract can terminate in Nepal. It outlines that a contract can terminate through performance, mutual agreement, impossibility or illegality, lapse of time, operation of law, or breach of contract. It provides examples of each type of termination, such as destruction of the subject matter making performance impossible or a change in law making the contract illegal. The document also notes that a contract will not terminate simply due to difficulties in performance or changes in profitability, and outlines circumstances where subsequent impossibility does not excuse non-performance.
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An overview of the basic principles of tendering and procurement including an overview of privilege and discretion clauses in tender documents.
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The present topic describes the defination, types, content of typical tender notice, step by step procedure, 3-bid and 2-bid system of tenders, earnest money deposit, security deposit, unbalanced tender.
Contract Conditions
The document discusses various contract conditions related to determination, foreclosure, and risk and cost. It defines determination as ending a contractor's employment due to breach of contract and foreclosure as abandoning or reducing the scope of work. Grounds for determination include poor progress, defects, and corruption. If a contract is determined, performance guarantees are forfeited and the employer can complete the remaining work at the contractor's risk and cost. Foreclosure requires contractor compensation for work and materials. Early determination is preferable to avoid delays and cost overruns.
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This document discusses the four main processes involved in project procurement management: plan procurement, conduct procurement, administer procurement, and close procurement.
It provides details on the inputs, tools and techniques, and outputs for each process. For plan procurement, it describes making make-or-buy decisions and developing procurement documents. Conduct procurement involves selecting sellers and awarding contracts. Administer procurement is managing contract performance through inspections, payments, and change requests. Close procurement completes each project procurement.
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This document provides an overview of procurement best practices, including governance, strategy, category management, supplier selection and contract management. It discusses key concepts like centralized vs decentralized procurement structures, collaboration strategies, spend analysis tools, sourcing options, award criteria, performance management, contract changes and reviews. The document aims to outline best practices across the entire procurement cycle from identifying needs to contract closure and review.
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The document discusses construction project management. It provides background on the construction industry, noting that it is large, employs many workers, and often experiences cost overruns and delays. It then describes various challenges in construction including its bespoke nature, many stakeholders, and constraints of time, cost, and quality. The stages of construction projects and roles of various participants like architects, engineers, and contractors are outlined. Project planning, coordination, control, and other management functions are also summarized.
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【业务选择办理准则】
一、工作未确定，回国需先给父母、亲戚朋友看下文凭的情况，办理一份就读学校的毕业证【微信：A575476】文凭即可
二、回国进私企、外企、自己做生意的情况，这些单位是不查询毕业证真伪的，而且国内没有渠道去查询国外文凭的真假，也不需要提供真实教育部认证。鉴于此，办理一份毕业证【微信：A575476】即可
三、进国企，银行，事业单位，考公务员等等，这些单位是必需要提供真实教育部认证的，办理教育部认证所需资料众多且烦琐，所有材料您都必须提供原件，我们凭借丰富的经验，快捷的绿色通道帮您快速整合材料，让您少走弯路。
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
→ 【关于价格问题（保证一手价格）
我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
选择实体注册公司办理，更放心，更安全！我们的承诺：可来公司面谈，可签订合同，会陪同客户一起到教育部认证窗口递交认证材料，客户在教育部官方认证查询网站查询到认证通过结果后付款，不成功不收费！
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Subcontracting
- 1. SUBCONTRACTING R E A L I Z E D B Y : H A M Z A C H A H B O U N M E H D I S O G H E I R S U P E R V I S E D B Y : M R . K H A L I D B E N A M A R A
- 2. PLAN: • Definition. • Types of Subcontracting. • Advantages of Subcontracting. • Disadvantages of Subcontracting. • Necessary conditions to establish a Subcontracting relationship. • Based on what ? You select the Subcontractor. • Conclusion.
- 3. DEFINITION: A business practice where main contractor hires additional individuals or companies called subcontractors to help complete a project.
- 4. TYPES OF SUBCONTRACTING • Subcontracting of specialty: The company does not have the skills or equipment needed to manufacture the product.
- 5. • Subcontracting of capacity: Sometimes, the company find itself unable to meet the « growing » demand of its customers and uses subcontracting to overcome this difficulty.
- 6. • Strategic Subcontracting : When a company wishes to test a market before starting in it, or evaluating a business before buying it.
- 7. THE BENEFITS OF SUBCONTRACTING: • Better use of labors and therefore of specialization • Better control of quality, cost and manufacturing periods • Increasing the production volume and the flexibility of all processes • Reducing risks of technical failures • Maintain customer loyalty
- 8. DISADVANTAGES OF SUBCONTRACTING: • Strong dependency on the subcontractor . • The risk of lacking coordination and the sharing of ideas (savoir-faire) between partners. • The Subcontractor is not necessarily motivated to improve the quality of the product. • The company face the consequences in case of the failure of the subcontractor.
- 9. NECESSARY CONDITIONS TO ESTABLISH A SUBCONTRACTING RELATIONSHIP: • it is essential that the sponsoring company has all the necessary information's regarding the potential subcontractors. It must ensure that they have the necessary capacities to carry out the all the tasks. • The ordering company must verify that the price of the subcontractor is lower than the cost of the production and that it has all the necessary technologies.
- 10. • It must also ensure that the subcontractor is able to carry out the production in accordance with the deadlines and quantities requested. • The ordering company must also protect its industrial property rights as a creator.
- 11. SELECTING A SUBCONTRACTOR, BASED ON WHAT? • The quality • The cost • Delivery time
- 12. CONCLUSION Businesses often require subcontractors for assistance on large, specialized or diversified projects when they do not have the resources on hand or need additional expertise. hiring an expert to work on one or more short-term projects can be beneficial in terms of cost, quality and efficiency. Although maintaining chemistry between companies may be a crucial factor. Subcontracting is a very useful tool to help reach a higher state in the market.