In the midst of the COVID-19 pandemic, the effects of mass quarantines around the world has created a great deal of uncertainty. The decision by many of the World’s largest Companies to permanently work from home, has left Landlords holding their breath as they wait to see what the market does.
Typically I try to announce speaking engagements in advance, but as you know, I’ve been a little off from my normal routines lately.
Regardless, I recently participate in a virtual event hosted by Worldwide Business Research (WBR) creators of the ProcureCon series.
The event was hosted and moderated by Ryan Kulp (Program Director for ProcureCon Facilities). The three hour event included panel discussions, presentations, and fireside chats with 9 leaders in Facilities Procurement.
The segment I participated in was a fireside chat between Ryan, myself and my friend and colleague Michael Beauregard.
Over the last two weeks we have been exploring collaborative agreements.
Two weeks ago, I gave you a brief overview of the difference between the AIA’s two collaborative delivery contract models. Last week, I shared some of the most pivotal clauses that shift the relationship of the parties from adversaries to collaborators.
This week, I want to share some of the case studies I have read from projects that used some form of collaborative agreements and share some of the anecdotal comments I have received from friends and colleagues that have worked under one of these models.
Open-plan offices were never really about increasing collaboration they were more about saving cost on Real Estate.
Despite alignment on quoting these costs separately, there still seems to be little to no consistency.
One of the strategies for maximizing the value of capital is to extend payment terms.
A lien is a legal document that imparts ownership onto a third party until a specific debt is paid.
Johnston is so focused on procurement that he has completely overlooked the rest of the findings.
Hackitt’s comments on procurement are one of many recommendations which are part of an integrated systemic changes.
How all of us in construction (not just procurement) can drive our buildings towards an Internet of Things (IoT) reality.
Once you have a short list of candidates based on qualifications, (and ONLY then) you can consider price.
When we consider how to save costs in construction, we are essentially trying to avoid paying extra costs.