Engineer will then scrutinise all such applications and recommend to the Promoter
suitable contractors, whom he considers are qualified (capable technically and
financially, with sufficient experienced) to undertake the proposed works. This
selection method for tenderers is recommended for many types of work, be it by
Funding Agencies or by Governments.
In special cases of urgency, or of work in which a particular contractor has
exceptional experience, the practice of negotiating a contract with a selected firm
of known integrity may be adopted with satisfactory results.
On the larger contracts, especially where the financial and other commitments are
heavy, a group of two or more contractors (joint venture) may submit a joint bid. If
successful the group may form a special company for carrying out the particular
contract. One member of the group undertakes responsibility for the project but all
the members should bind themselves by an agreement defining the responsibility of
each member and the resources in respect of finance, labour and plant which each is
expected to provide.
In preparing his tender, a contractor usually needs information, which he will take
some time to collect. Contractors must therefore be given sufficient time to do
so. This will minimise the risk of tenders being based on inadequate knowledge
which would lead to embarrassment when the contract is awarded.
22.8.2 Appointment of Consultant
In the preceding paragraphs, a Consultant has been busy working on the project.
How is such a consultant chosen or appointed?
If he is a salaried employee, then he might be the appropriate specialist in the
field, or sometimes the only one who is free at the moment.
If the Promoter wishes to choose an external Consultant, the same procedure as
used for choosing a Contractor is used, with one major distinction.
It is generally accepted that the work should be implemented at the lowest price,
compatible with good quality and standards of workmanship. The cost of design and
supervision (DS) of the project usually turns out to be a minute percentage (2–8%,
i.e. DS ¼ (0.02–0.08) Â P) of the cost of the project (P). One question arises:
• Is it worth choosing an inefficient, inadequate or less qualified consultant who
would recommend a project costing more (10–50%, or higher, i.e. !
(1.10–1.50) Â P) than the optimal one (P), when the optimal project could or
would have been obtained through engaging a slightly more expensive
consultant?
If the answer to this question is – Choose the best (even if more expensive)
Consultant, another question crops up:
• How much more than the lowest price (tender) submitted (DS) is acceptable?
A subsidiary question is:
642
22 Infrastructure Implementation
suitable contractors, whom he considers are qualified (capable technically and
financially, with sufficient experienced) to undertake the proposed works. This
selection method for tenderers is recommended for many types of work, be it by
Funding Agencies or by Governments.
In special cases of urgency, or of work in which a particular contractor has
exceptional experience, the practice of negotiating a contract with a selected firm
of known integrity may be adopted with satisfactory results.
On the larger contracts, especially where the financial and other commitments are
heavy, a group of two or more contractors (joint venture) may submit a joint bid. If
successful the group may form a special company for carrying out the particular
contract. One member of the group undertakes responsibility for the project but all
the members should bind themselves by an agreement defining the responsibility of
each member and the resources in respect of finance, labour and plant which each is
expected to provide.
In preparing his tender, a contractor usually needs information, which he will take
some time to collect. Contractors must therefore be given sufficient time to do
so. This will minimise the risk of tenders being based on inadequate knowledge
which would lead to embarrassment when the contract is awarded.
22.8.2 Appointment of Consultant
In the preceding paragraphs, a Consultant has been busy working on the project.
How is such a consultant chosen or appointed?
If he is a salaried employee, then he might be the appropriate specialist in the
field, or sometimes the only one who is free at the moment.
If the Promoter wishes to choose an external Consultant, the same procedure as
used for choosing a Contractor is used, with one major distinction.
It is generally accepted that the work should be implemented at the lowest price,
compatible with good quality and standards of workmanship. The cost of design and
supervision (DS) of the project usually turns out to be a minute percentage (2–8%,
i.e. DS ¼ (0.02–0.08) Â P) of the cost of the project (P). One question arises:
• Is it worth choosing an inefficient, inadequate or less qualified consultant who
would recommend a project costing more (10–50%, or higher, i.e. !
(1.10–1.50) Â P) than the optimal one (P), when the optimal project could or
would have been obtained through engaging a slightly more expensive
consultant?
If the answer to this question is – Choose the best (even if more expensive)
Consultant, another question crops up:
• How much more than the lowest price (tender) submitted (DS) is acceptable?
A subsidiary question is:
642
22 Infrastructure Implementation