2. • A Turnkey Contract is one under which the contractor is responsible for both the design and
construction of a facility. The basic concept is that in a Turnkey Contract the contractor shall
provide the works ready for use at the agreed price and by a fixed date.
• The term is used more or less synonymously with expressions as "package contract", "design and
build" or "design constructor".
MAIN CLAUSES OF A TURNKEY CONTRACT
• Design of the project
• Construction site,
• Time for completion,
• Price and payments,
• Performance guarantees
• The law governing the contract.
WHAT IS
TURNKEY CONTRACT?
3. COMPONENTS OFA TURNKEY CONTRACT
Turnkey contracts include at least three components:
The design of the facility by the contractor. This does not exclude that certain aspects of the
design are already defined in the contract or that the preparation of the design forms the object
of a separate, preliminary contract. In any event, even where the contract is only for the
construction of the facility, the contractor normally has to prepare the detailed design.
The technology component, i.e., patents, know how, etc., in so far as it concerns the completed
works, can be seen as incorporated already in the design. However, in certain cases the
contractor uses the technology of their parties by virtue either of his own contractual
arrangements or as requested by the employer or his engineer.
Supplies, construction and erection, form also part of contractor´s obligations. Even in the
more restrictive definition of a turnkey contract, the contractor owns the construction of the
complete facility ready to be operated. Nevertheless is not infrequent for the employer to require
from the contractor the he retains specified subcontractor or to limit the choice to certain
supplies. In this manner the employer may wish to assure himself of the quality of certain
components or negotiate directly the price of certain subcontractors.
4. OBLIGATIONS OF EMPLOYER AND
CONTRACTOR
Any turnkey contract contains a detailed description of the
general obligations imposed to the purchaser (referred to as
the "employer") and the contractor.
The main obligations of the employer are:
Giving the contractor access to the site.
Assisting the contractor with obtaining licenses and
permits.
Paying the contract price.
The contractor´s main obligations are:
To obtain the necessary permits and licenses
To carry out the design of the works.
To provide the Employer with the required operation and
maintenance manuals.
To provide the works on a turnkey basis and remedy
defects in accordance with the contract.
9. PRE TENDERING DECISIONS AND ACTIVITIES
INTERNATIONAL COMPETITIVE BIDDING
• Good design and construction outcome.
• The project requires special technical inputs which might only be available from
international firms.
The best procurement method chosen for a project , based on the right procurement
selection criteria , would result in successful project performance.
The level of project success to be expected depends on suitability of the procurement
method of that project
Types of contract options available for this project are :
• Design and build.
• Design bid build.
11. • The team comprising of experts of various fields working together to execute process of project managing
a tender, an proposal or pitch from start to finish.
• Each member of the team has specific roles to help complete bid of the client.
TENDER TEAM INVOLVED FOR PROPPSED PROJECT
12. • When the Stadium's demolition began in 2015, the Gujarat Cricket Association requested tenders
in national dailies.
• Initially, nine bidders showed interest and purchased the documents for the tenders; however,
only three bidders submitted the documents on time.
• The three organizations in the race to bag the final bid were
1. The shapoorji pallonji group.
2. Nagarjuna construction company.
3. Larsen & Toubro.
• The association formed a Tender Committee of nine experts to evaluate the proposals.
• The bidders presented their models, designs, sizes and budgets for the project
• The committee ranked the bidders based on all the parameters. Larsen & Toubro was ranked first
with the lowest bid of ₹677.19 crores, followed by Sharpoonji Pallonji Group, with an offer of
₹847.88 crores, and the last was the Nagarjuna Construction Company's bid of ₹1,065 crores.
• In the end, L&T was chosen to build and design the entire project.
THE THREE BIDDERS FOR THE FINAL RACE
13. HURDLES ON THE
WAY
DESIGN CHALLENGES:
• The seating capacity increased from 49,000 to 110,000 on the same 63-acre site as the old,
demolished stadium. A 360-degree, uninterrupted view of the cricket field from any point in the
stadium
• The project team needed to think of an alternative access to the temple in the premises, so that the
flow of devotees or the construction work was not affected.
• The project also faced some core construction-related challenges. Since the stadium is not a circle
but elliptical or oval-shaped, it threw up several engineering challenges.
• The traditional method of using in-situ casting for the columns, posed a major risk to those
working at that height.
• The other difficult task was the construction of steel roof structures with its unique design at 52-
meter height and 30-meter cantilever.
• Workers with the right skills were hard to come by.
• The team also had to look for different tools, techniques, and technical resources to carry out the
project smoothly.
14. TECHNOLOGICAL SOLUTIONS BY L & T
FOR FASTER COMPLETION OF
PROJECT
• Building Information Modeling (BIM) technology for better communication.
• The Critical Path Methodology (CPM) tool in Oracle’s Primavera software for effectively
optimize resources, track project activities, and improve collaboration.
• L&T’s own safety app to monitor daily work activities, work permits, operational risk analysis,
and material tracking. It also helped in meeting its sustainability goal by reducing paperwork and
completing the project faster.
• Pro Cube is another app created by L&T that tracks daily work progress and client co-ordination.
• Regular brainstorming sessions were held among team members, including those from the
Construction Methods and Planning Cell, and the Plant and Machinery department, which
contributed in generating innovative ideas for executing the project across various phases.
One of the key factors was the effective communication and collaboration between the
stakeholders and the L&T team. Since it was a high-profile project, it needed close supervision
by the L&T team and regular communication with the stakeholders.
15. A bespoke C-shaped clamp was used to
pivot the HY column
Column HY is transported to the erection
point using trailers
View of a secondary radial beam Column HY being lifted from storage yard
and placed over trailers for transportation.
Vomitory staircases providing access
the upper bowl
Installation of the
circumferential beam
ERECTION PROCESS
16. ENVIRONMENTAL CLEARANCE
Need for EMP:
• Environmental Management Plan (EMP) is prepared with a purpose of systematic
implementation by a commitment for preservation of environment by management practices.
• EMP aims at maximization of environmental benefits and amelioration of the negative
environmental impacts from the proposed activity. Designing of EMP has been done
considering that there will be minimum impact on the environment by recycling and reuse,
energy conservation and use of non-conventional energy resources, choice of eco-friendly
technologies, and regular maintenance of the infrastructure.
During Construction phase:
• Air Quality and Dust Control
• Water Pollution Control Measures
• Noise Pollution Control Measures
• Vibration control
• Solid Waste Management
• Parking and Traffic management
• Energy conservation
• Aesthetics
During Operation phase:
• Air Quality and Dust Control
• Water Pollution Control Measures
• Noise Pollution Control Measures
• Vibration control
• Energy Conservation Measures
• Solid Waste Management
• Parking and Traffic management
• Energy conservation
• Rain Water Harvesting System
• Landscape development
