Evaluating engineering consultants' general capabilities during the pre‐selection process – a Hong Kong studyS. Thomas Ng; Lai‐Kit Chow
2004 Engineering Construction & Architectural Management
doi: 10.1108/09699980410535769
Consultant pre‐selection is an essential process to distinguish capable candidates before they are invited to submit their technical and fee proposals for consultancy assignments. Despite that, many clients have their own criteria and emphasis, and this could result in discrepancies in pre‐selection decisions. The aim of this paper is to devise a more objective framework for evaluating consultants' general capabilities during the pre‐selection process. The paper begins by identifying the commonly used criteria for pre‐selecting engineering consultants. In order to examine the importance of consultant pre‐selection criteria (CPC), a questionnaire survey has been conducted with clients who are responsible for pre‐selecting their consultants; and consultants being pre‐selected by the clients. The findings reveal that the perception of the client and consultant groups on the importance of CPC was very consistent. Finally, a multi‐criteria model for evaluating consultants' general capabilities during the pre‐selection is proposed. Based on each candidate score, clients can determine which engineering consultants should be invited to bid for a consultancy assignment.
Balancing fee and quality in two envelope fee biddingDerek S. Drew; Sandy L.Y. Tang; Christine K. Lui
2004 Engineering Construction & Architectural Management
doi: 10.1108/09699980410535778
Consultant commissions in two envelope fee bidding are awarded on the basis of fee and quality (i.e. technical score). Consultants' fees and technical score are combined using a pre‐designated formulation and predetermined weightings to form a total score. Procurers seem to be having difficulties with existing formulations in controlling the extent to which two envelope fee competitions are dominated by fees. This is because, in most cases, fees vary more than technical scores and the predetermined weightings applied are not sufficient to correct the variability imbalance. The analysis in this paper shows that in fee dominant competitions lower fee‐lower technical scoring consultants are more likely to be successful in winning commissions. The analysis shows that this can be corrected by balancing fees and technical score. Although procurers are likely to pay higher fees when balancing fees and technical scores they normally benefit from getting higher technical scoring consultants.
An open framework for corporate strategy in constructionCharles Y.J. Cheah; Michael J. Garvin
2004 Engineering Construction & Architectural Management
doi: 10.1108/09699980410535787
A new conceptual model for corporate strategy in the construction industry is presented that is derived from two principal inputs. First, the fundamental components of the model are based upon observations drawn from an empirical study of 24 international firms competing in global engineering and construction markets. Second, the accumulated intellect of different strategic theories developed over four decades of strategic management research helps to fortify the model with theoretical propositions and establish linkages among the model's basic components. The proposed model is comprised of seven strategic fields, two organizational mechanisms and a boundary notion that divides a firm's internal setting from its external environment. The model's development leads to two central propositions: strategic fields and organizational mechanisms should function as variables to react with external dynamics, and the interaction of these variables consequently promotes higher order differentiation factors that will enhance the strategic outlook of a firm.
Downtime model development for construction equipment managementMadhav Prasad Nepal; Moonseo Park
2004 Engineering Construction & Architectural Management
doi: 10.1108/09699980410535804
Downtime (DT) caused by non‐availability of equipment and equipment breakdown has non‐trivial impact on the performance of construction projects. Earlier research has often addressed this fact, but it has rarely explained the causes and consequences of DT – especially in the context of developing countries. This paper presents a DT model to address this issue. Using this model, the generic factors and processes related to DT are identified, and the impact of DT is quantified. By applying the model framework to nine road projects in Nepal, the impact of DT is explored in terms of its duration and cost. The research findings highlight how various factors and processes interact with each other to create DT, and mitigate or exacerbate its impact on project performance. It is suggested that construction companies need to adopt proactive equipment management and maintenance programs to minimize the impact of DT.