Improving the Tendering Process: A Construction Organization Perspective

Improving the Tendering Process: A Construction Organization Perspective

Hafez Salleh (University of Malaya, Malaysia)
DOI: 10.4018/978-1-61350-311-9.ch003
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Abstract

Construction sector is unique in a way because more than 90% companies are Small and Medium Sized Enterprise (SME). This chapter presents a case study of a construction company with past and current projects valued up to £15 million, and has completed a number of construction projects both in private and the public sectors including housing, commerce, leisure, health, education, retail, et cetera. The company operates out of multiple locations and decided to improve the tendering process using a new IT system. On applying the IT readiness model it was found that almost all the attributes identified were not at lower level 1. The practice achieved maturity in three areas – skills and leadership are identified at level 5, and roles & responsibility were identified at the top of the level.
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Background And History

Organization C is a construction company with past and current projects valued up to £15 million, and has completed a number of construction projects both in private and the public sectors including housing, commerce, leisure, health, education, retail, etc. Organization C’s headquarters are located in England with a turnover reaching £370 million. Organization C is one division of its main building company. The general structure of the main building group is shown in Figure 1, and consists of one head office and six branches as shown in Figure 2.

Figure 1.

General structure of The Main Building Group

Figure 2.

Organization C’s offices

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