Monday, December 27, 2010

Seminar Series by SUAZ Consultancy & Solutions

Seminar Series by SUAZ Consultancy & Solutions

SUAZ Consultancy & Solutions is offerng series of Public Seminar and In-House Training Programmes as well. The details of these seminars will be updated soon.

Their In-House Training Programmes are available now as follows;

Getting Your Contracts Right..!-This training programme is aimed to increased competency in the skill of contract document preparation.

Delay Analysis Techniques-Demonstrate Your Entitlement Systematically..-This training is specifically developed to educate Contractors on how to prove their entitlement to extension of time and also provide knowledge for Contract Administrators on how best to evaluate extension of time entitlement.

Claims for Additional Money-The Review, Preparation and Evaluation- This training is aimed to supplement knowledge on contractual claims such as loss and expense and how best to demonstrate and evaluate entitlement.

What Contract Administrator Need To Know About Project Programme and Critical Path Network Programme - This training programme is developed specifically for Contract Administrators, S.O's, E.R's, Architects and whoever holds the position of administering the contracts. It provides insights of what project programme should be and how it can be effective used to administer contractual claims for additional time and money.

Contract Administration Audit- Attempt to identify issues and where things go wrong and how to rectify it.

Tailor Made Your Training Contents
- This is a training programme where you take the lead in deciding the content.

Call SUAZ Consultancy & Solutions Now to know more about the Training Programmes that it is offering.

http://www.suazconsulting.com/p/our-seminar-series.html

Sektor pembinaan dijangka rancak 2011

Pelbagai projek dilaksana dalam RMKe-10, ETP

2010/12/28 SEKTOR pembinaan dijangka menarik tahun depan dengan projek mega kembali dalam senario dipacu pelaksanaan pelbagai projek dalam Rancangan Malaysia Ke-10 (RMKe-10) serta menerusi Program Transformasi Kerajaan (ETP).

MIDF Investment Research berkata, belum pernah berlaku sebelum ini pelbagai projek berskala besar diumumkan bertumpu dalam satu jangka waktu tertentu.
Katanya, sebanyak 53 projek kerjasama awam-swasta (PPP) bernilai RM63 bilion diumumkan dalam RMKe-10, yang mana pelaksanaannya dijangkakan meraih momentum tahun depan.

Menerusi ETP pula, firma penyelidikan itu berkata, inisiatif Greater KL saja boleh menampung kontraktor tempatan untuk tempoh lima hingga 10 tahun akan datang, merangkumi projek sistem transit rapid (MRT) yang bernilai RM36 bilion, pembinaan tujuh lebuh raya bertol bernilai RM19 bilion, pembangunan tanah seluas 1,320 hektar milik Lembaga Getah Malaysia di Sungai Buloh bernilai RM10 bilion dan dua loji penjanaan kuasa arang batu bernilai RM7 bilion.

“Sektor pembinaan juga meraih manfaat terbesar dalam Bajet 2011, dengan kejutan terbesar daripada projek Warisan Merdeka bernilai RM5 bilion, manakala pembangunan empat koridor, termasuk Greater KL juga mendapat peruntukan sebanyak RM853 juta.

“Pastinya, kontraktor tempatan bakal meraih manfaat besar daripada perbelanjaan ini,” kata firma penyelidikan itu.

Setakat ini, katanya, projek bernilai lebih RM4 bilion sudah diberikan kepada kontraktor tempatan, antaranya pakej II pembinaan lapangan terbang tambang murah (LCCT) yang dianugerahkan kepada Gadang bernilai RM291 juta; Kompleks Bersepadu LCCT kepada WCT (RM486 juta); Empangan Hulu Terengganu kepada Loh & Loh-Sinohydro (RM828 juta); dan Empangan Paya Beda kepada JAKS (RM333 juta).

IJM pula dianugerah tiga kontrak iaitu projek penambahan lebuh raya Besraya (RM600 juta); jalan akses Empangan Murum (RM247 juta); dan Lebuh Raya Batu Kawan untuk Jambatan Pulau Pinang Kedua (RM350 juta).

MIDF Investment Research menjangkakan lebih banyak projek akan dianugerahkan pada 2011, termasuk baki pakej pembinaan LCCT baru, laluan tambahan LRT (Kelana Jaya) dan kerja huluan projek air mentah Pahang-Selangor, selain beberapa kerja infrastruktur di Sarawak.

Selain itu, katanya, ia adalah tahun pilihan raya di Sarawak dan kebiasaannya saham syarikat berkaitan pembinaan akan mencatat prestasi memberangsangkan, sementara Kerajaan Pusat memberikan tumpuan di negeri itu dengan memberi habuan kerana sokongan padu rakyat negeri itu pada pilihan raya umum sebelum ini.

Antara projek infrastruktur di Sarawak ialah pembinaan jalan raya, pelabuhan, serta koridor ekonomi Koridor Tenaga Diperbaharui Sarawak.

http://www.bharian.com.my/bharian/articles/Sektorpembinaandijangkarancak2011/Article

Sunday, December 5, 2010

Cost Control Of A Project

Cost control is an important issue in construction project management. It is widely practiced by contractors in Malaysia and needs to carry out through out the life of a project.

The main problem faced by the class F contractor are shortages of material,labor or mechanical plant, difficulty in collection of cost data, ever-changing environment of construction work, qualified expertise, duration of the project and additional costs to carry out the cost control system.

The cost control is a process that should be continued through the construction period to ensure that the cost of the building is kept within the agreed cost limits.

The cost control can be divided into two major areas; the control of cost during design stages and the control of cost by the contractors once the construction of project has started. According to Nunnally (1998), cost control of a project involves the measuring and collecting the cost record of a project and the work progress. It also involves the comparison of actual progress with the planning. The main objective of cost control of a project is to gain the maximum profit within the designated period and satisfactory quality of work.

p/s cost control it is very important, how to manage your project? just do it......

http://birdry-qsutmclub.blogspot.com/

Tugas Dan Peranan Juruukur Bahan

Juruukur bahan merupakan profesional terlatih, berkualiti dan mempunyai pengalaman dalam bermain dengan masalah bagi pihak klien. Pada dasarnya, juruukur bahan merupakan pakar kos yang bertanggungjawab menyediakan maklumat bagi memastikan projek tersebut adalah ditanggung bersama belanjawan yang munasabah dan pihak klien dapat memperoleh nilai kepada wangnya (Seeley, 1997). Manakala menurut Turner (1994), juruukur bahan akan bertindak sebagai penasihat kepada arkitek tentang kewangan projek apabila diperlukan. Dia bertanggungjawab ke atas semua nasihat kewangan yang diberi ke atasnya.

Peranan juruukur bahan dalam sesuatu projek pembangunan amat diperlukan. Peranan dan tanggungjawab mereka dalam industri pembinaan adalah amat luas sama ada dalam peringkat pra kontrak atau pun pasca kontrak. Hal ini kerana juruukur bahan berperanan bermula dari projek dicadangkan sehinggalah projek tersebut berakhir.

Dent (1974) dan Tuner (1994) mengelaskan peranan juruukur bahan kepada dua peringkat iaitu peringkat pra-kontrak dan pasca kontrak. Pada kebiasaannya, kerja pra-kontrak disediakan oleh juruukur bahan sebelum kontrak ditandatangani dan termasuk penyediaan senarai kuantiti bersama dengan perkhidmatan lain. Kerja pos kontrak pula merangkumi pengurusan kewangan kontrak seperti penyediaan bayaran kemajuan, bermula apabila kontrak telah ditandatangani dan penender berjaya memulakan operasi bangunan (Dent, 1974).

Selain itu, peranan juruukur bahan dilakukan mengikut peringkat (stage) berturutan. Perkhidmatan juruukur bahan ini dipecahkan mengikut peringkat-peringkat pembinaan atau proses reka bentuk. Royal Institute of British Architects (RIBA), telah menyediakan cadangan bentuk prosedur untuk arkitek dalam membuat penyediaan dan perlaksanaan projek bangunan. Pelan kerja ini mewakili analisis praktikal bagi operasi reka bentuk dan telah berjaya digunakan ke atas kebanyakan kontrak. Pelan tersebut telah dirumuskan di dalam jadual 2.2 dan menunjukkan peranan-peranan yang akan dimainkan oleh pelbagai ahli kumpulan reka bentuk melalui reka bentuk dan masa pembinaan (Seeley, 1997).

Menurut Nor Ainah Abdullah (2001) pula, secara amnya, khidmat asas juruukur bahan termasuklah menyediakan kajian kemungkinan bagi menentukan sama ada sesuatu projek itu boleh dilaksanakan dari segi perbelanjaan dan keuntungan kewangan, menyediakan anggaran kos awalan dan perancangan kewangan, menyediakan dokumen-dokumen tawaran dan kontrak, laporan tender, memberi nasihat mengenai prosedur tender dan atur cara kontrak, mengukur dan menilai kemajuan kerja untuk bayaran, perubahan kerja, tuntutan-tuntutan dan juga menyediakan keperluan-keperluan bagi penyelesaian pertikaian secara timbang tara atau secara alternatif.

Daripada penerangan tugas dan peranan juruukur bahan di atas, saya telah membuat kesimpulan tugas-tugas juruukur bahan adalah seperti berikut :

Penyediaan Kajian Kemungkinan
Penyediaan Anggaran Projek
Penyediaan Dokumen Tender
Proses Menender
Laporan Tender
Menyediakan Dokumen Kontrak
Membuat Pembayaran Semasa
Membuat Akaun Akhir

http://birdry-qsutmclub.blogspot.com/2007/09/tugas-dan-peranan-juruukur-bahan_25.html

Thursday, November 18, 2010

Perubahan Kerja (Variations of Works)

1. Bermaksud perubahan tentang skop kerja yang di lakukan untuk menyesuaikannya dengan keadaan tapak bina ataupun untuk menampung kekurangan dalam rekabentuk atau apa-apa perubahan yang di perlukan oleh pelanggan.

2. Untuk membuat perubahan kepada kerja yang terkandung di dalam kontrak, arahan P.P di keluarkan dan nilai kerja perubahan di perakukan melalui perkakuan perubahan kerja.

3. Selain daripada memperakukan nilai kerja perubahan yang di laksanakan melalui perakuan perubahan kerja, jumlah harga kontrak hendaklah di laraskan. Untuk itu perakuan pelarasan jumlah harga kontrak hendaklah di keluarkan.

4. Untuk memastikan kontraktor di bayar dalam tempoh masa yang di tetapkan di dalam kontrak, maka penilaian perlulah di lakukan secepat mungkin.

5. Akaun muktamad di sediakan secepat mungkin setelah kontraktor menunaikan obligasinya di bawah kontrak termasuk membaiki kecacatan dan tuntutan kerugian atau perbelanjaan tambahan yang kontraktor layak telah di nilai. Bayaran muktamad kepada kontraktor di buat melalui perakuan muktamad.

http://jkrmlk.gov.my/Alor_Gajah/ubahan.htm

Penyerahan Kerja

1. Setelah perakuan siap kerja di keluarkan, kerajaan akan mengambil kerja tersebut dan kontraktor tidak lagi bertanggungjawab sebarang kerugian dan/atau kerosakan yang di sebabkan oleh atau akibat daripada kerja cacat atau kerja yang tidak mematuhi kontrak. Seberapa segera yang mungkin kerja tersebut hendaklah diserahkan kepada jabatan/kementerian pelanggan.

2. Bagi tujuan penyerahan kerja kepada jabatan/kementerian pelanggan, satu pemeriksaan bersama(oleh jabatan, kementerian pelanggan, P.P, kontraktor dan pihak lain yang terlibat hendaklah di atur dan akhir sekali barulah bangunan tersebut di serahkan. Jabatan/kementerian pelanggan akan di nasihatkan mengenai keperluan penyelenggaraan kerja tersebut termasuk penyelenggaraan pemasangan mekanikal dan elektrikal. Semua dokumen berkaitan di perlukan bagi penyelenggaraan kerja oleh jabatan/kementerian pelanggan, “Lukisan seperti dibina”, manual operasi, perjanjian penyelenggaraan, dan sebagainya hendaklah di serahkan.

3. Perakuan serahan kerja seperti di lampiran hendaklah di gunakan bagi menyerahkan kerja kepada jabatan/kementerian pelanggan.

http://jkrmlk.gov.my/Alor_Gajah/ubahan.htm

Lukisan seperti di bina (As Built Drawing)

1. “Lukisan seperti dibina” hendaklah di jaga dan di kemaskini di sepanjang masa kerja berjalan. Lukisan seperti di bina adalah lukisan yang di buat apabila bangunan yang di bina telah siap berdasarkan kedudukannya yang sebenar di tapak bina. Lukisan ini di gunakan untuk mengenalpasti masalah atau kerja–kerja tambahan yang di perlukan pada sesuatu bangunan yang telah siap di bina berdasarkan keadaan sebenar bangunan yang telah di bina. Lukisan ini hendaklah di siapkan seberapa segera setelah kerja-kerja di siapkan.

2. “Lukisan seperti di bina” hendaklah menunjukan kerja sebagaimana di bina, terutamanya penempatan dan laluan paip–paip perkhidmatan dan kabel-kabel yang tertanam. Satu set “lukisan seperti di bina” mestilah di serahkan kepada jabatan/ kementerian pelanggan untuk rekod dan penyelenggaraan kerja tersebut dan satu set lukisan itu juga hendaklah di hantar kepada cawangan pelanggan yang berkenaan di ibu pejabat JKR untuk rekod dan di mana perlu bagi mengemaskini lukisan-lukisan standard.

http://jkrmlk.gov.my/Alor_Gajah/ubahan.htm

Pendudukan separa

1. Sebelum penyiapan praktikal bagi keseluruhan kerja, kerajaan boleh dan dengan persetujuan kontraktor mengambil milik dan menduduki mana–mana bahagian kerja yang telah siap.

2. Perkara-perkara berikut boleh di gunakan sekiranya terdapat mana–mana bahagian kerja yang telah di ambil milik dan di duduki oleh kerajaan sebelum penyiapan keseluruhan kerja.

a. Satu perakuan pendudukan separa, borang JKR 203 W/82 hendaklah di keluarkan dalam masa 7 hari dari tarikh pemilikan dan pendudukan sebahagian kerja tersebut. Perakuan tersebut hendaklah menyatakan nilai anggaran bagi bahagian kerja yang diambil milik dan di duduki.

b. Tempoh liabilti kecacatan bagi bahagian kerja yang di ambil milik dan di duduki hendaklah bermula dari tarikh kerajaan mengambil milik dan menduduki bahagian kerja tersebut.

c. Ganti rugi tertentu dan di tetapkan yang di nyatakan di dalam kontrak akan di kurangkan mengikut kadar jumlah nilai bahagian yang di ambil milik dan di duduki berbanding dengan jumlah harga kontrak.

d. Peruntukan kontrak mengenai insurans dan pelepasan pelaksanaan adalah tidak berubah.

http://jkrmlk.gov.my/Alor_Gajah/ubahan.htm

Kecacatan

1. Kontraktor hendaklah memperbaiki kecacatan, kekecutan dan kerosakan lain yang mungkin kelihatan pada kerja dalam tempoh tanggungan (liability) kecacatan yang di sebabkan oleh bahan atau mutu kerja yang tidak menepati kontrak dengan perbelanjaan sendiri.

2. Prosedur–prosedur yang perlu di ikuti mengenai kecacatan kerja adalah seperti berikut:-

a. Jabatan atau kementerian pelanggan hendaklah di nasihatkan supaya melaporkan dengan kadar segera apa-apa kecacatan yang kelihatan dalam tempoh tanggungan (liability)kecacatan

b. Setelah menerima laporan mengenai sebarang kecacatan dari jabatan atau kementerian pelanggan, kontraktor hendaklah diarahkan memperbaiki kecacatan tersebut. Kontraktor akan di beri tempoh masa yang munasabah untuk berbuat demikian.

c. Pada tarikh tamat tempoh liability kecacatan, satu pemeriksaan bersama keatas kerja (oleh kontraktor, P.P, jabatan kementerian pelanggan dan pihak lain yang terlibat) hendaklah diadakan. Sekiranya hasil daripada pemeriksaan bersama tersebut menunjukkan tiada lagi kecacatan, perakuan siap membaiki kecacatan iaitu borang JKR 203 Y/82 akan di keluarkan. Sekiranya terdapat kecacatan lagi, satu jadual kecacatan yang telah di kenalpasti hendaklah di sediakan dan di serahkan kepada kontraktor dalam tempoh masa 14 hari dari tarikh tamat tempoh liability kecacatan. Kontraktor hendaklah membaiki kecacatan tersebut dalam tempoh masa yang berpatutan tetapi tidak lewat daripada tiga bulan dari tarikh penerimaan jadual kecacatan tersebut.

d. Sekiranya kontraktor gagal membaiki kecacatan dalam tempoh masa yang di tetapkan, tindakan segera untuk membaiki kecacatan tersebut hendaklah di ambil dengan cara lain. Kos perbelanjaan yang terlibat di dalam membaiki kecacatan tersebut hendaklah di dapatkan kembali daripada kontraktor dengan cara potongan atau tuntutan daripada bon pelaksanaan atau sebagai suatu wang tuntutan tertentu.

3. Salinan asal Perakuan Siap Membaiki Kecacatan hendaklah di keluarkan kepada kontraktor. Salinan–salinanya hendaklah juga di edarkan kepada semua pihak sepertimana yang tersenarai di dalam perakuan tersebut.

4. Pengeluaran Perakuan Siap Membaiki Kecacatan menandakan tamatnya obligasi kontraktor di bawah kontrak. Liabiliti bank atau syarikat insurans yang menjadi penggerenti bon pelaksanaan hendaklah juga di lepaskan.

http://jkrmlk.gov.my/Alor_Gajah/ubahan.htm

P.D.A, A.T.D.A dan A.C.D.A

P.D.A, A.T.D.A dan A.C.D.A adalah amalan ukur bahan JKR.

1. P.D.A (Preliminaries Detailed Abstract)

Merupakan satu penilaian tentang aktiviti–aktiviti yang perlu di lakukan sebelum memulakan sesuatu projek pembinaan. Ia mungkin di bincangkan oleh kontraktor dan pihak ukur bahan beberapa kali sehingga ia di rasakan sempurna. Dokumen ini berwarna merah.

2 A.T.D.A (As Tendered Detailed Abstract)

Satu penilaian yang di lakukan terhadap keseluruhan tender seperti kos, aktiviti kerja dari permulaan sehingga siap. Dokumen ini berwarna kuning. Pengulangan kerja penyemakkan A.T.D.A pada setiap minggu atau bulan di namakan reverse A.T.D.A.

3. A.C.D.A (As Completed Detailed Abstract)

Penilaian yang di lakukan selepas sesuatu projek pembinaan selesai. Ia merangkumi kerja-kerja tambahan yang tidak terdapat di dalam plan. Penilaian yang terlibat termasuklah kos, pengurusan. Overtime, dokumentasi dan sebagainya. Dokumen ini berwarna hijau.

http://jkrmlk.gov.my/Alor_Gajah/ubahan.htm

Bayaran Pendahaluan

Bayaran Pendahaluan (Advance Payment)
Merupakan wang bayaran pendahaluan yang di bayar kepada kontraktor berjumlah 15% daripada nilai kerja pembina (harga kontrak di tolak wang kos prima dan wang peruntukan sementara), tertakluk kepada nilai maksimum sebanyak RM 5 juta.

Subkontraktor dan pembekal tidak layak menerima wang bayaran pendahaluan ini.

Kontraktor berhak di bayar wang pendahaluan apabila permohonan di luluskan dengan syarat dokumen-dokumen berikut telah di kemukakan:-

1. Surat setuju terima tender yang telah di tandatangani
2. Bon pelaksanaan
3. Polisi insuran yang perlu beserta resit-resit premium yang telah di bayar dan
bukti pendaftarannya
dengan PERKESO.
4. Gerenti bank atau insuran untuk pembayaran pendahaluan.

Bayaran pendahaluan di dapatkan balik oleh kerajaan dengan membuat potongan daripada bayaran interim yang dibayar kepada kontraktor berdasarkan perkiraan berikut:-

RM D = 200 RM A x % RM P
RM B
RM D = Jumlah bayaran yang dipotong dari bayaran interim
RM A = Jumlah Advance Payment yang dibayar
RM B = Jumlah nilai kontrak kerja pembina
RM P =Jumlah kasar nilai kerja pembina yang di laksanakan (termasuk pengesahan jumlah bahan di tapak bina) dalam lebihan 25% RM B.

http://jkrmlk.gov.my/Alor_Gajah/ubahan.htm

Pengumpulan Data Kos

Cara–Cara Pengumpulan Data Kos, Penyelarasan Kos Dan Kadar Harga Bahan-Bahan Binaan

Cara–cara pengumpulan data kos yang berkaitan adalah seperti yang di gariskan di bawah ini:-

1. Bangunan Piawai
Bagi bangunan–bangunan piawai termasuk sekolah, pengumpulan data kos hendaklah di buat bagi setiap jenis bangunan pada setiap kali tender di buat. Cara pengumpulan data kos ini boleh di buat mengikut format mengunakan perisian Microsoft Project.

2. Bangunan Bukan Piawai
Bagi mendapatkan harga median bagi tender harga yang di tawarkan oleh petender, pengumpulan kadar harga yang di tawarkan oleh pretender perlu di buat bagi item-item utama bagi setiap projek yang di tender. Lima(5) sampel perlu di sediakan. Bagi projek di mana terdapat lebih daripada satu bangunan , analisis hendaklah di buat ke atas bangunan yang mempunyai nilai terbesar di dalam projek tersebut. Item–item utama adalah di ertikan sebagai item yang biasa dan banyak digunakan dalam senarai kuantiti dan juga item yang mempunyai nilai kos yang tinggi terhadap tender tersebut.

3. Kerja–kerja Luar Bangunan.

Pengumpulan data kos bagi kerja –kerja luar adalah mengikut format seperti bangunan piawai dan hendaklah di kumpulkan bagi setiap tender yang di buat.

4. Kerja–kerja Kejuruteraan Awam.

Pengumpulan data kos bagi kerja –kerja kejuruteraan awam adalah sama seperti bangunan bukan piawai.

Cara Penggunaan Maklumat Data Kos

1. Semua maklumat data kos yang telah dikumpulkan hendaklah di hantar ke unit penyelidikan kos dan pembangunan(UPKP) cawangan kontrak dan ukur bahan ibu pejabat JKR, Kuala Lumpur sebelum tarikh 15 haribulan pada setiap bulan. Pihak UPKP akan menyelaraskan data–data yang di perolehi dan kemudian akan mengedarkan kembali kepada semua unit untuk kegunaan.

2. Harga median yang di perolehi akan di laras dengan bulletin perangkaan untuk mendapatkan harga semasa.}

Harga Bahan-Bahan Binaan

Merupakan satu senarai yang di keluarkan oleh JKR (cawangan kontrak dan ukur bahan) sebagai rujukan harga bahan–bahan binaan yang di perolehi dari kilang sekitar Kuala Lumpur dan Petaling Jaya. Di dalam senarai ini di nyatakan nama bahan binaan beserta dimensinya, unit, nombor siri, jenis dan harga mengikut unitnya. Selain sebagai rujukan, melalui senarai ini juga pihak kontraktor dan pihak ukur bahan dapat membuat angaran kos sesuatu aktiviti di dalam projek pembinaan tersebut.

http://jkrmlk.gov.my/Alor_Gajah/ubahan.htm

Kontraktor Tidak Menyiapkan Kerja

Sekiranya penyiapan kerja telah terlambat dan sebab- sebab kelambatan tidak melayakkan kontraktor mendapat lanjutan masa, kerugian atau ganti rugi yang dialami oleh kerajaan akibat kelambatan kerja tersebut akan di tanggung oleh kontraktor. Kerajaan akan mendapatkan semula ganti rugi tersebut daripada kontraktor dengan mengeluarkan satu surat perakuan kerja tidak siap.

Sekiranya penyiapan kerja telah terlambat dan sebab–sebab kelambatannya melayakkan kontraktor mendapat lanjutan masa, maka satu pertimbangan akan di buat untuk menimbangkan tempoh lanjutan masa yang akan di berikan. Kemudian satu surat perakuan kelambatan dan lanjutan masa akan diberikan. Sekiranya kontraktor masih lagi tidak dapat menyiapkan kerja–kerja tersebut, maka kontraktor itu akan di tamatkan tendernya dan kontraktor lain akan di berikan tender tersebut untuk meneruskan kerja–kerja tersebut sehingga siap.

Penamatan pengambilan kerja kontraktor

Penamatan di lakukan apabila terbukti kontraktor tidak mungkin dapat menyiapakan kerja atau kontraktor merperlihatkan niat untuk enggan menyiapkan kerja atau tidak berupaya menyiapkan kerja tersebut.

Setelah pengambilan kerja kontraktor di tamatkan, kerja-kerja pembinaan hendaklah di serahkan kepada kontraktor lain dan proses penyediaan dokumen –dokumen tender, pelawaan,penerimaan, pembukaan, penilaian dokumen-dokumen kontrak yang lain akan di ulangi. Antara sebab –sebab yang membolehkan penamatan pengambilan kerja kontraktor dilakukan ialah:-

1. Kontraktor melakukan kemungkinan di dalam memenuhi obiligasi seperti:-

i. Mengantungkan perjalanan keseluruhan atau mana-mana bahagian kerja tanpa
sebab yang munasabah.
ii. Gagal meneruskan kerja dengan mengikut aturan
iii. Gagal meneruskan kerja mengikut kontrak dan berulangkali cuai menunaikan
obligasinya.

2. Kontraktor tidak berupaya untuk meneruskan dan menyiapkan kerja seperti:-

i. Kontraktor mengalami kebankrapan.
ii. Menghadapi perintah penggulungan.

Pengesyoran bagi penamatan pengambilan kerja kontraktor mestilah di kemukakan kepada pihak-pihak berkuasa yang berkenaan dengan menberi butir-butir mengenai kontrak dan maklumat lain yang di perlukan.

Pegawai-pegawai yang di beri kuasa untuk menamatkan pengambilan kerja kontraktor adalah seperti,:-

1. Ketua Pengarah JKR Malaysia
2. Timbalan Ketua Pengarah
3. Pengarah JKR setiap Negeri
4. Jurutera Daerah
5. Jurutera Bahagian.

Prosedur-Prosedur Berikutan Penamatan Pengambilan Kerja Kontraktor

1. Satu tuntutan mestih di buat terhadap bank atau syarikat insuran yang mengeluarkan bon pelaksanaan dan gerenti insuran wang pendahaluan.

2. Ketua Pengarah Kerja Raya mestilah di maklumkan mengenai tarikh penamatan pengambilan kerja kontraktor, bil tender, sebut harga, dan sebagainya.

3. Kontraktor mestilah di arahkan memberhentikan semua operasinya di tapak bina, meninggalkan semua bangunan sementara, loji perkakas, kelengkapan serta bahan dan item yang tidak dipasang agi. Tapak bina mestilah di kawal 24 jam dan orang yang tidak berkenaan tidak dibenarkan memasukinya.

4. Satu inventori semua bangunan sementara, loji, perkakas, kelengkapan, serta bahan dan item yang tidak di pasang di tapak bina dan rekod kerja yang telah siap mesti di sediakan.

5. Kontraktor mestilah di arahkan untuk mengeluarkan semua bangunan sementara, loji, perkakas, kelengkapan serta bahan dan item yang tidak di pasang lagi yang tidak di perlukan bagi penyiapan baki kerja.

6. Kerja-kerja yang telah disiapkan dan semua bangunan sementara, loji, perkakas, kelengkapan serta bahan dan item yang di tinggalkan di tapak bina mestilah di lindungi daripada kerosakan akibat cuaca.

7. Dokumen-dokumen tender mestilah di sediakan dan tender atau sebutharga di pelawa untuk menyiapkan baki kerja tersebut. Walaubagaimanapun, tender untuk menyiapkan baki kerja lazimnya dipelawa dikalangan kontraktor yang terpilih.

8. Subkontraktor di namakan dan pembekal di namakan mungkin akan di lantik semula kepada kontraktor baru dengan syarat mereka bersetuju meneruskan kerja subkontraktor atau membekal bahan –bahan atau barang-barang dengan jumlah harga subkontrak atau harga yang sama seolah-olah pengambilan kerja kontraktor tidak di tamatkan.

9. Sebaik sahaja kontraktor baru di lantik, satu penilaian terhadap kos kerugian atau kerosakan kepada kerajaan mestilah di buat dan satu tuntutan akan di buat terhadap kontraktor. Tuntutan ini mestilah dibuat terhadap kontraktor tidak lewat dari sembilan bulan dari tarikh penamatan pengambilan kerjanya.

http://jkrmlk.gov.my/Alor_Gajah/ubahan.htm

Bon Pelaksanaan, Insuran Kerja, Insuran Liability Awam, Insuran “Semua Risiko Kontraktor (CAR)”, dan Perkeso

1. Bon Pelaksanaan
Bon pelaksanan merupakan satu bentuk kewangan yang perlu di sediakan oleh kontraktor sebagai jaminan kepada kontrak. Jumlah nilai bon pelaksanaan ialah 5% dari harga kontrak. Ia boleh di sediakan dalam bentuk tunai, deposit perbendaharaan, draf bank,gerenti insuran atau bank yang diluluskan. Hanya gerenti yang di luluskan oleh bank atau syarikat insurans yang di luluskan oleh kerajaan sahaja diterima. Untuk menentukan gerenti bank atau insuran yang dikemukakan oleh kontraktor itu sah, pengesahan mesti di buat dengan bank atau syarikat insurans dengan menggunakan borang standard seperti di lampiran.

2. Insuran Kerja
kontraktor adalah dikehendaki menginsuranskan kerja terhadap kerugian dan kerosakan yang disebabkan oleh kebakaran , petir, letupan, rebut, taufan, banjir, tanah runtuh, tangki air pecah atau melimpah, radas atau paip, kapal udara dan alat –alat udara lain atau artikel yang gugur dari kapal udara, rusuhan dan kekacauan awam. Insuran tersebut hendaklah di laksanakan dengan pihak syarikat insurans yang diluluskan atas nama bersama kerajaan dan kontraktor. Jumlah yang perlu di insurankan ialah jumlah harga kontrak sepenuhnya dan di tambah sebrang amaun yang dinyatakan dalam lampiran kepada syarat-syarat kontrak atau di tempat lain di dalam dokumen kontrak. Insuran tersebut hendaklah meliputi keseluruhan tempoh siap kerja.

3.Insuran Liability Awam
Kontraktor di kehendaki menginsurankan liability yang berbangkit di sisi “ Comon law” terhadap kecederaan diri, kematian seseorang atau kecedaraan dan kerosakan harta benda yang berbangkit dari atas dalam masa pelaksanaan kerja. Insuran ini hendaklah dilaksanakan atau di senggarakan atas nama bersama kerajaan dan kontraktor. Insuran tersebut hendaklah meliputi keseluruhan tempoh siap kerja termasuk tempoh liabiliti kecacatan dan di tambah tiga bulan empat belas hari. Walaupun had liability yang hendak di insurankan susah hendak di anggarkan, panduan mengenai had liabiliti yang di insurankan berdasarkan nilai kontrak untuk kerja dengan faktor risiko biasa adalah seperti berikut:-
HARGA KONTRAK HADLIABILITI SETIAP KEMALANGAN UNTUK BILANGAN KEMALANGAN YANG TIDAK TERBATAS
Tidak melebihi RM 25,000 RM 10.000
RM 25,001 RM 50,000 RM 25,000
RM 50,001 RM 150,000 RM 50,000
RM 50,001 RM 250,000 RM 75,000
RM 250,001 RM 500,000 RM 100,000
RM 500,000 RM 1 Juta RM 150,000
Melebihi RM 1 Juta RM 200,000

Untuk kerja dengan risiko luar biasa seperti kerja kepada bangunan yang bersambung atau kerja terowong dan seumpanya, had liabiliti yang di nyatakan di atas hendaklah di naikkan kepada amaun yang lebih munasabah.

4.Insurans “Semua Risiko Kontraktor(CAR)”.

Insurans “Semua Risiko Kontraktor (CAR)” boleh diterima sebagai ganti kepada insuran liability awam dan insuran kerja dengan syarat ianya menepati kehendak –kehendak yang sama.

PERKESO

Kontraktor hendaklah mendaftar dengan PERKESO dan membayar caruman kepadanya dan /atau menginsurankan terhadap liabilitinya untuk membayar pampasan di bawah ordinan pampasan kerja,1952. Selain daripada mengemukakan bukti pendaftarannya sebagai majikan dengan PERKESO (dengan menegemukakan nombor pendaftaran beliau), kontraktor juga mesti mendapat insuran pampasan pekerja. Insuran tersebut hendaklah meliputi keseluruhan tempoh siap kerja termasuk liabiliti kecacatan di tambah 3 bulan dan 14 hari. Jumlah amaun yang hendak di insurankan ialah jumlah gaji pekerja yang tidak layak di lindungi di bawah skim PERKESO.

http://jkrmlk.gov.my/Alor_Gajah/ubahan.htm

DOKUMEN TENDER / KONTRAK

Penyediaan Dokumen Tender

i. Semua kontrak hendaklah berdasarkan senarai kuantiti ( kecuali ketua
pengarah kerja raya memutuskannya)

ii. Ia mempunyai kebaikan-kebaikan yang tersendiri seperti berikut:-

a. Senarai kuantiti membolehkan petender-petender meletakkan harga
berdasarkan kuantiti kerja yang sama yang hendak di laksanakan.

b. Penggunaan sumber industri binaan dan Negara adalah lebih
optimum. Kos membuat tender akan turun dan dalam jangka
panjang harga tender juga akan menjadi lebih rendah.

Contoh Dokumen

Tender / Kontrak

Keperluan Asas Dokumen Tender.

Dokumen tender mestilah memenuhi keperluan asa seperti berikut:-

i. Peruntukan-peruntukan dalam dokumen tender mestilah menjadi asas bagi satu
kontrak yang boleh di laksanakan, kontraktor itu tidak boleh di kehendaki
melaksanakan sesuatu yang mustahil.

ii. Peruntukan di dalam dokumen tender mestilah mengambarkan perolehan mengikut
tatacara yang diluluskan oleh kerajaan dan mestilah merangkumi dasar–dasar
kerajaan yang terbaru.

iii. Kerja yang di tentukan mestilah memenuhi kehendak –kehendak daripada segi
standard rekabentuk dan pembinaan.


Penyedian Dokumen tender dan dokumen meja tender.

Dokumen Tender.

Dokumen tender yang di keluarkan kepada petender hendaklah mengandungi perkara-perkara seperti berikut:-

a. Kontrak berdasarkan senarai kuantiti
i . surat pelawaan menender kepada pretender
ii. senarai semakan mengemukakan tender
iii. borang tender JKR 203B-Pin 2/2002
iv. borang maklumat mengenai pendaftaran pretender sebagai kontraktor kerajaan dan
organisasi kontraktor. Butir –butir kerja kontrak yang telah di siapkan dan
yang sedang dilaksanakan.
v. Spesifikasi
vi. Senarai kuantiti
vii Lukisan-lukisan

b. Kontrak berdasarkan lukisan dan spesifikasi

i. surat pelawaan
ii senarai semakan mengemukakan tender
iii. borang tender JKR 203C- Pin 2/2002
iv. borang maklumat mengenai pendaftaran pretender sebagai kontraktor kerajaan dan
organisasi kontraktor. Butir –butir kerja kontrak yang telah di siapkan dan
yang sedang dilaksanakan
v spesifikasi
vi. ringkasan tender
vii. jadual kadar harga
viii. lukisan-lukisan

Dokumen Meja Tender.

Dokumen meja tender mengandungi dokumen tender dan dokumen lain mengikut susunan iaitu:-

a. Kontrak berdasarkan senarai kuantiti

i. surat pelawaan menender kepada petender
ii. senarai semakan mengemukakan tender
iii. perkara-perkara perjanjian dan syarat-syarat serta lampiran-lampiran berkembar
(JKR 203A – sem 10/83)
iv. borang tender JKR 203B – Pin 2/2002
v borang maklumat mengenai pendaftaran petender
vi. surat setuju terima JKR 203D – sem 4/2002
vii borang gerenti bank dan insuran untuk bon pelaksanaan
viii. borang gerenti bank dan insuran untuk pendahaluan
ix. spesifikasi
x senarai kuantiti
xi. lukisan –lukisan

b. Kontrak berdasarkan lukisan dan spesifikasi

i surat pelawaan menender kepada petender
ii. senarai semakan mengemukakan tender
iii. perkara –perkara perjanjian dan syarat-syarat kontrak, serta lampiran berkembar
(JKR 203A – sem 10/83)
iv. borang tender JKR 203C – Pin 2/2002
v borang maklumat mengenai pendaftaran petender
vi. borang maklumat mengenai pendaftaran petender
vii borang gerenti bank dan insuran untuk bon pelaksanaan
viii. borang gerenti bank dan insuran untuk pendahaluan
ix. spesifikasi
x ringkasan tender
xi. jadual kadar harga
xii. lukisan –lukisan

Kelayakan kontraktor–kontraktor Untuk Mentender

i. kontraktor mestilah mendaftar dengan pusat khidmat kontraktor
ii kontraktor mendaftar di bawah kelas yang berbeza mengikut keupayaan mereka
iii. kontraktor –kontraktor kejuruteraan mekanikal yang berdaftar dalam kelas yang
lebih tinggi dari kelas terbawah di benarkan mentender. Walaubagaimanapun kerja-
kerja yang kurang dari RM 50,000.00, sebut harga akan di pelawa di kalangan
kontraktor bumiputera sahaja. Sebut harga di buka kepada kerja-kerja yang
melibatkan kos RM 200,000.00 kebawah, manakala tender untuk kos RM 200,000.00
keatas.

Pengelasan kontraktor–kontraktor untuk kerja-kerja binaan dan civil.

Pengelasan kontraktor telah di kelaskan mengikut had kewangan dan dinyatakan seperti berikut.

Kelas Had Kewangan

A RM 10,000,000 keatas
B RM 5,000,001 RM 10,000,000
C RM 2,000,001 RM 5,000,000
D RM 500,001 RM 2,000,000
E RM 200,001 RM 500,000
F RM 200,000 ke bawah

Pengeluaran dokumen tender.

1. Dokumen tender di keluarkan oleh ibu pejabat JKR oleh Bahagian Kontrak,
Penyelengaraan dan Bumiputera, Kementerian Kerja Raya, dan peringkat negeri oleh
Bahagian Kontrak dan Ukur Bahan dan pejabat negeri.

2. Sebelum pengeluaran dokumen tender, pegawai yang mengeluarkan hendaklah:-

i. Memastikan wakil kontraktor menunjukan bukti bahawa mereka di beri kuasa untuk menerima dokumen tender.
ii. Tender di hadkan kepada kontraktor bumiputera dan memastikan kontraktor mengemukakan surat perakuan taraf bumiputera.
iii. Perakuan taraf bumiputera hendaklah di semak untuk memastikan tarikh pendaftaran adalah masih sah, belum di batal atau kontraktor tidak digantung dari memasuki tender.
iv. Memastikan bahawa pentender telah menghadiri sesi penerangan.

3. Pegawai hendaklah mencatat nama, alamat, kelas pendaftaran dan taraf kontraktor dan tarikh yang ditentukan untuk penerimaan tender ke atas borang tender,dan menandatanganinya

4. Bayaran – bayaran yang diterima untuk dokumen tender hendaklah di masukkan kepada hasil, manakala wang cagaran lukisan di masukkan kepada akaun simpanan untuk dipulangkan kepada petender-petender nanti.

Setuju Terima Tender

1. Setelah kelulusan di terima daripada lembaga tender/jawatan kuasa khas dan kelulusan daripada perbendaharaan , pengeluaran surat setujuterima di keluarkan melalui borang JKR 203D – pindaan 4/2002. tender adalah terhad kepada kontraktor bumiputera, borang JKR 203D – pindaan 4/2002 hendaklah di sertakan dengan satu surat yang mengariskan syarat-syarat setuju terima tender tersebut.

2. Sebelum surat setuju terima di keluarkan, pengesahan hendaklah dibuat dengan jabatan/kementerian pelanggan mengenai peruntukan.

3. Surat setuju terima tender hendaklah ditandatangani oleh pegawai yang diberi kuasa. Kuasa bagi menandatangani surat setuju terima adalah sama dengan kuasa untuk menandatangani kontrak bagi pihak kerajaan.

4. Setelah ditandatangani , ia hendaklah di hantar kepada pretender yang berjaya melalui pos berdaftar. Salinan surat ini hendaklah juga di hantar kepada pihak –pihak yang di senaraikan di dalam surat setuju terima tender borang JKR 203D – Pindaan 4/2002 iaitu:-

i. Perkeso
ii. Juruukur bahan yang terlibat
iii. Jabatan hasil dalam negeri

Nombor Kontrak

1. Perkara yang pertama di lakukan bila surat setuju terima tender di keluarkan ialah memohon nombor kontrak

2. Pendaftaran di uruskan oleh dua bahagian iaitu di jabatan kerja raya di ibu pejabat oleh bahagian enyenggaraan kontrak dan bumiputera, dan di peringkat negeri oleh pejabat negeri.

3. Satu system seragam untuk menomborkan kontrak telah di tetapkan seperti berikut:-

i. ibu pejabat JKR/PER/IP/CAWANGAN/NOMBOR SIRI/TAHUN dimana cawangan ialah nama singkatan untuk cawangan di ibu pejabat JKR.
ii. peringkat negeri JKR/PER/NEGERI/NOMBOR/TAHUN di mana NEGERI alah singkatan untuk negeri

4. Permohonan mendapatkan nombor kontrak adalah dengan menggunakan borang “Permohonan
Untuk Mendapatkan Nombor Kontrak”.

Tempoh Sah Sesuatu Tender

Sesuatu tender hendaklah dinilaikan dan pengesyoran di buat kepada lembaga tender atau jawatankuasa khas. Kelulusan di perolehi dan setuju terima dibuat dalam tempoh sah tender (kebiasaannya ialah 60 hari sebagaimana ditetapkan di dalam dokumen tender) Bagi mengelakkan tempoh sah sesutau tender di lanjutkan, tender hendaklah dinilai dan pengesyoran kepada lembaga tender di buat dalam tempoh 30 hari dari tarikh yang ditetapkan dalam penyerahan tender. Sekiranya tempoh sah sesuatu tender terpaksa di lanjutkan atas sebab–sebab yang tak dapat di elakkan , persetujuan pretender yang disyorkan hendaklah di perolehi sekurang-kurangnya 2 minggu sebelum tempoh sah tarikh luput.

http://jkrmlk.gov.my/Alor_Gajah/ubahan.htm

Cara Bayaran Terhadap Tender, Sebut Harga, Dan Lantikan Terus

Cara Bayaran Terhadap Tender, Sebut Harga, Dan Lantikan Terus

1. Tender
Tender merupakan kontrak yang bernilai RM 200,000.00 ke atas. Cara bayaran terhadap tender ialah apabila ia bernilai lebih daripada RM 50,000, maka kontraktor akan di bayar secara berperingkat-peringkat.

2. Sebut Harga.
Merupakan kontrak yang bernilai RM 200,000 ke bawah, ia merupakan projek yang kecil berbanding dengan tender. Cara bayaran sebut harga juga sama dengan cara bayaran tender iaitu untuk projek yang melebihi RM 50,000 maka kontraktor akan di bayar secara berperingkat.

3. Lantikan Terus
Lantikan terus merupakan satu sara yang di gunakan untuk menyiapkan sesuatu kerja pembinaan jika ia berada di dalam situasi kecemasan, contohnya kesuntukan masa dan melibatkan masalah yang perlu di atasi dengan segera. Kontraktor akan terus dilantik untuk membuat dan menyiapkan projek tersebut tanpa mengikut prosedur biasa iaitu melalui pembukaan tender atau sebut harga. Cara bayaran lantikan terus juga masih sama dengan cara bayaran kepada tender dan sebut harga.

Nota: Had kewangan di atas akan sentiasa di review dari semasa ke semasa. Sila dapatkan yang terkini.

Akaun Muktamad

1. Akuan muktamad ialah akaun yang di sediakan untuk menunjukkan pembayaran-pembayaran yang telah di buat termasuk membaiki kecacatan, tuntutan kerugian, atau perbelanjaan tambahan kepada kontraktor.

2. Akaun muktamad mestilah di sediakan secepat mungkin setelah kontraktor menunaikan obligasinya di bawah kontrak.

Peraturan Dan Prosedur:-

a. Akaun muktamad mestilah disediakan dan perakuan muktamad di sediakan dan di keluarkan tidak lewat dari 3 bulan selepas tamat tempoh tanggungan (liability) kecacatan atau 3 bulan selepas di keluarkan Perakuan Siap Membaiki Kecacatan, mengikut mana yang terkemudian.

b. Nilai kerja muktamad yang dilaksanakan dan bahan-bahan atau barang –barang yang di bekal oleh subkontraktor dan pembekal di namakan dan pemegang serahak, hendaklah di nyatakan secara berasingan dengan menggunakn lampiran A1, A2 dan A3 kepada Perakuan muktamad.

c. Akuan muktamad mestilah mengambil kira perkara-perkara berikut:-

i. Semua pelarasan jumlah harga kontrak untuk perubahan tuntutan kontraktor dan
pelarasan–pelarasan lain.

ii. Bayaran yang telah di bayar kepada kontraktor, subkontraktor dan pembekal di
namakan dan pemegang serah hak
iii. Potongan dari wang yang akan di bayar kepada kontraktor, khususnya kos
membaiki kecacatan di mana kontraktor gagal membaiki kecacatan dan amaun
kesusutan nilai kerja oleh sebab adanya kecacatan tersebut.

Pelarasan (Adjustment)Jumlah Harga Kontrak

Perakuan Pelarasan Jumlah Harga Kontrak telah di perkenalkan untuk tujuan pelarasan jumlah harga kontrak. Jumlah harga kontrak mestilah di laraskan bagi mengambil kira sebarang tambahan atau kekurangan daripada jumlah harga kontrak.

Perkara-perkara yang menyebabkan jumlah harga kontrak perlu di laraskan adalah seperti berikut:-

a. Perubahan kepada kontrak

b. Tuntutan oleh kontraktor untuk kerugian dan/atau perbelanjaan tambahan.

c. Kos berkaitan dengan ujian kerja atau bahan binaan dan pendedahan kerja untuk
pemeriksaan.

d. Fee dan caj untuk sambungan tetap kepada pembetung awam, bekalan air, dan
elektrik tetap dan sambungan untuk pemindahan pembentungan dan bekalan air dan
elektrik.

e. Pengukuran semula kerja yang di ukur sementara di dalam senarai kuantiti.

f. Pelarasan wang kos prima dan wang peruntukan sementara.

g. Pelarasan bagi turun naik harga bahan-bahan binaan dan sebagainya.

Peraturan dan prosedur yang perlu di patuhi dalam penyedian Perakuan Pelarasan Jumlah Harga Kontrak adalah seperti berikut:-

a. Satu perakuan pelarasan jumlah harga kontrak mestilah di sediakan dan di
keluarkan apabila jumlah harga kontrak perlu di laraskan. Ia meliputi perubahan
kerja.

b. Semua butir di dalam perakuan mestilah di isi dengan betul

c. Tarikh perakuan adalah tarikh P.P menandatangani perakuan tersebut.

d. Huraian mengenai pelarasan hendaklah jelas dan tepat.nombor rujukan perakuan

perubahan kerja mestilah di nyatakan.

e. Butir-butir pengiraan bagi pelarasan tersebut mestilah di lampirkan kecuali bagi
pelarasan yang disebabkan oleh kerja perubahan.

Perakuan Pelarasan Jumlah Harga Kontrak mestilah di tandatngani oleh P.P dan salinan asal hendaklah di keluarkan kepada kontraktor. Salinan lain akan di edarkan kepada semua pihak yang tersenarai dalam perakuan termasuk pihak-pihak berikut:-

a. Akauntan kanan perbendaharaan atau badan berkuasa pembayaran lain.

b. Juruukur bahan dan pihak-pihak lain yang terlibat.

http://jkrmlk.gov.my/Alor_Gajah/ubahan.htm

Bayaran Interim

Merupakan bayaran yang di bayar kepada kontraktor dan dibuat mengikut prestasi pembinaan (nilai kerja di laksanakan). Bayaran interim di buat dengan menolak harga asal kontrak.

Contohnya:-

Bayaran Interim No 1.
Harga kontrak = RM 1,915,000.00
Nilai Kerja Dilaksanakan = RM 157,108.61
Bayaran Interim Pertama = RM 157,108.61

Bayaran kepada subkontraktor = RM 141,390.00
Kredit akaun deposit wang jaminan pelaksanaan
(10% dari bayaran di syorkan sehingga 5% harga kontrak) = RM 15,710.00
Jumlah RM 157,100.00

Bayaran Interim No.2
Nilai Kerja di laksanakan = RM 336,523.64
- Kurangkan Bayaran interim = RM 141,390.00
Yang terdahulu No.1
Nilai bersih kerja semasa = RM 195,133.64

Bayaran interim merupakan bayaran kepada nilai kerja yang di laksanakan oleh kontraktor. Nilai kerja ini mestilah termasuk “kerja awalan” atau “ Perkara-perkara Am”. Untuk tujuan penilaian interim, item bagi “kerja awalan” atau “ perkara-perkara am” mestilah di kategorikan sama ada ianya perlu di bayar secara progresif semasa pelaksanaan kerja atau di bayar selepas siap kerja. Jika harga yang di letakkan oleh kontraktor untuk perlindungan insuran di dapati lebih tinggi daripada amaun premium sebenar yang di bayar. Amaun premium sebenar hendaklah di bayar di dalam penilaian yang pertama dan bakinya di bayar secara progresif semasa kerja di laksanakan.

Nilai kerja yang di laksanakan oleh kontraktor mestilah mengambil kira bukan sahaja kerja yang termasuk di dalam kontrak tetapi mestilah juga mengambil kira kerja perubahan yang di laksanakan. Syarat-syarat untuk membolehkan perakuan interim pertama di keluarkan, dan bayaran di buat walaupun dokumen kontrak masih belum di tandatangani.

a. Kontraktor mestilah telah mengembalikan surat setuju terima yang di tandatangani
dan di saksikan.
Menyerahkan bon pelaksanaan dan segala polisi insurans yang wajib.

b. Perakuan interim dan baucher bayaran mestilah disertakan bersama salinan dokumen
berikut yang diakui sah :-

i. Surat setuju terima
ii. Bon pelaksanaan
iii. Polisi insuran yang wajib (Nota liputan tidak di terima)
iv. Kelulusan lembaga tender dan kelulusan perbendaharaan. Jumlah harga
kontrak melebihi 10 juta.

http://jkrmlk.gov.my/Alor_Gajah/ubahan.htm

Thursday, November 4, 2010

Sektor pembinaan dicemari rasuah

KUALA LUMPUR 14 Sept. 2005 - Industri pembinaan negara begitu mudah dibelenggu rasuah yang perlu ditangani dengan kesungguhan politik, menurut beberapa tokoh dalam industri itu pada satu forum di sini.

Sepanjang forum dua hari itu mengenai ``Integriti dalam Sektor Pembinaan'' yang diadakan di Institut Integriti Malaysia (MII) yang berakhir semalam, para penceramah mendedahkan keadaan yang menyedihkan mengenai rasuah dan birokrasi di dalam sektor itu yang telah menjejaskan perniagaan bernilai berbilion ringgit.

``Sogokan berlaku di pelbagai peringkat dalam industri ini dari pemberian lesen, tender, rundingan, kelulusan projek atau daripada menerima hingga siapnya sesuatu projek itu,'' kata Presiden Persatuan Kontraktor Melayu, Datuk Roslan Awang Chik.

``Jika kita berpegang kepada prinsip kita, kita tidak akan mendapat projek itu,'' katanya sambil menjelaskan ini membuatkan sektor pembinaan dilihat korup.

Penceramah lain pada forum berkenaan berkata industri itu begitu dibelenggu rasuah kerana terlalu ramai yang terlibat dalam keseluruhan rantaian kerja.

``Akan sentiasa ada pemberi dan penerima - kontraktor dan pembuat keputusan, kontraktor dan perunding, dan kontraktor dengan pembekal,'' kata Roslan.

Bekas Ketua Pengarah Badan Pencegah Rasuah, Datuk Shafee Yahaya yang juga anggota MII berkata kerajaan patut bertindak segera untuk membendung gejala rasuah yang semakin membesar dalam sektor itu.

``Ia berpunca daripada kegagalan dalam sistem penyampaian. Peserta industri merana disebabkan kerenah birokrasi.

``Negeri-negeri, kementerian dan kerajaan patut memberikan keutamaan (menangani masalah ini). Kesungguhan politik adalah yang paling utama diperlukan dalam kebanyakan kes,'' katanya.

Forum berkenaan juga diberitahu bahawa industri itu penuh dengan masalah kelewatan dalam meluluskan projek, projek yang tidak siap, mutu kerja yang rendah, kos berlebihan dan pembayaran lewat kepada kontraktor yang sama ada wujud kaitan secara langsung atau tidak langsung dengan rasuah.

Para peserta industri turut mengakui bahawa tahap integriti agak rendah.

Transparency International dalam laporan terbarunya menyifatkan rasuah dalam sektor pembinaan sudah mencapai satu tahap yang menyedihkan sambil menekankan bahawa tidak ada tempat di mana rasuah telah begitu berakar umbi berbanding dengan sektor pembinaan.

Para penceramah mempersoalkan bahawa rasuah meningkatkan kos serta merendahkan kualiti pembangunan dan proses pemberian kontrak yang korup akan membuatkan negara membangun dibebani dengan infrastruktur yang rendah standardnya dan hutang yang berlebihan.

``Hasilnya mencerminkan integriti keseluruhan industri,'' kata Prof. Dr. Khairuddin Abdul Rashid dari Universiti Islam Antarabangsa sambil menegaskan sektor itu sudah terlalu lama dicemari dengan amalan yang tidak beretika.

``Keseluruhan rantaian pemerolehan perlu disiasat dan para pembuat keputusan serta peserta industri patut memperbetulkan kelemahan ini. Sebahagian besar risiko (perniagaan) telah ditolak kepada kontraktor, agihan risiko itu perlu diawasi,'' katanya.

Memandangkan amalan tidak beretika ini telah mencemarkan imej sektor itu, kerajaan mencadangkan satu kod etika - yang kemungkinan akan dilaksanakan tahun depan.

Menteri Kerja Raya Datuk Seri S. Samy Vellu yang merasmikan forum itu anjuran bersama MII dan Lembaga Pembangunan Industri Pembinaan, berkata ketelusan yang diperbaiki boleh memberikan kesan yang penting terhadap sistem pemerolehan dan tender sektor awam.

``Kami juga menyedari kos tambahan terhadap perniagaan dan ekonomi yang timbul daripada kurangnya ketelusan.

``Dengan mempunyai proses yang cekap dan telus akan mengurangkan ketidaktentuan serta mengehadkan peluang bagi rasuah dan sogokan,'' katanya. – Bernama

Sep 15 2005.
http://www.mesra.net/forum/lofiversion/index.php/t43697.html http://utusan.com.my/utusan/content.asp?y=2005&dt=0915&pub=Utusan_Malaysia&sec=Dalam_Negeri&pg=dn_07.htm

Wednesday, October 20, 2010

3 projek utama gagal kerana kronisme

harakahdaily

KUALA LUMPUR, 20 Okt: Ahli Parlimen Pakatan Rakyat mendakwa Perdana Menteri, Datuk Seri Najib Razak tidak melaksanakan transformasi ekonomi seperti yang diwar-warkan sebaliknya masih mengamalkan kronisme dan rasuah dalam pentadbiran.

Ini terbukti dengan pendedahan ahli Parlimen Pakatan Rakyat mengenai tiga projek yang mengalami kegagalan dalam kepada kroni Umno BN mengaut keuntungan.

Tiga projek berkenaan ialah pembinaan Hospital Shah Alam, Institut Kanser Negara dan pembinaan Lebuh Raya Pantai Timur (LPT) 2 dari Jabor ke Gemuruh, Terengganu.

Ahli Parlimen Shah Alam, Khalid Samad yang sebelum ini mendedahkan mengenai penyelewengan dalam projek berkenaan memberitahu, Umno BN masih menyerahkan pembinaan hospital itu kepada syarikat kroni walaupun subkontraktor sedia ada, GM Health Sdn Bhd bersedia memberikan diskaun RM3 juta serta menjamin hospital disiapkan dalam tempoh yang lebih awal.

"Ini adalah kontraktor Bumiputera kelas A tetapi ditamatkan kontraknya oleh kontraktor utama, Sunshine Fleet kerana pertikaian berhubung pembayaran progresif. Lalu GM Health menawarkan kepada kerajaan untuk meneruskan projek ini dengan diskaun RM3 juta dan sanggup menyiapkan projek dalam tempoh 18 bulan.

"Walaupun syarikat itu telah membayar komisen kepada Sunshine Fleet tetapi ia masih sanggup untuk meneruskan projek tersebut," kata beliau dalam satu sidang media di lobi Parlimen hari ini.

Sementara itu, Saifuddin Nasution (PKR-Machang) pula mendedahkan, kos pembinaan Institut Kanser Negara meningkat dua kali ganda daripada tawaran asal RM340 juta kepada RM690 juta.

Ini berlaku kerana Umno BN masih mengamalkan budaya kronisme dan 'untung atas angin' (rent seeking) walaupun menjanjikan kepada rakyat pendekatan tender secara terbuka akan diamalkan dalam Model Ekonomi Baru.

Menurut Saifuddin, acara pecah tanah telah dilakukan oleh Perdana Menteri, Tun Abdullah Ahmad Badawi pada 9 Januari 2007 di Putrajaya dan menjadi sebahagian daripada projek dalam Rancangan Malaysia Ke-9.

Projek tersebut yang merupakan inisiatif kerajaan untuk pesakit kanser dijangka siap dalam tempoh 30 bulan.

"Pada 10 Mac 2009, Timbalan Menteri Kesihatan pada waktu itu, Datuk Dr Latiff Ahmad menyebut kerajaan berada di tahap akhir untuk membina institut tersebut dengan kos sebanyak RM700 juta.

"Ertinya, selepas 24 bulan diumumkan, harganya sudah pun meningkat 100%," ujar beliau.

Menurut Saifuddin, pihaknya telah melakukan siasatan dan mendapati projek itu telah diberikan kepada Kiara Teratai Sdn Bhd dan dalam penyata akaun tahunan syarikat tersebut pada tahun 2009 mengesahkan ia telah memperolehi surat tawaran untuk membina institut pada Januari 2008.

Satu lagi projek yang menjadi mangsa salah laku Umno BN iaitu pembinaan Lebuh raya Pantai Timur (LPT) 2 apabila dua pakej projek pembinaan bernilai RM59.2 juta gagal disiapkan oleh sebuah syarikat yang dimiliki oleh seorang ahli jawatankuasa Umno Hulu Terengganu.

Abdul Wahid Endut (PAS-Kuala Terengganu) dalam sidang media sama berkata, syarikat kepunyaaan kroni Umno itu hanya menyiapkan 15.1 peratus sahaja Pakej 9B yang diberi dalam tempoh lebih dua tahun sejak 2007.

"Apa yang syarikat ini berminat ialah menebang semua balak di dalam kawasan pembinaan lebuh raya itu dan menjualnya untuk keuntungan mereka.

"Apabila projek terbengkalai kerajaan sekali lagi membuka tender dan serahkan kepada satu lagi syarikat kroni dengan kenaikan kos pembinaan sebanyak 20 peratus," kata Abdul Wahid

Tambah beliau, sehingga Jun LPT2 yang bermula dari Jabor di Terengganu hingga Temerloh di Pahang hanya siap 70.4 peratus berbanding 82 peratus dalam perancangan awal.

"Sebab lambat ialah kerana kerajaan memberi projek secara rundingan terus dan kemudiannya syarikat berkenaan meninggalkan projek,” ujarnya.

Katanya, LPT2 membabitkan kos yang tinggi iaitu RM3.7 bilion dan lebih 50 peratus kosnya datang daripada dana khas negeri Terengganu.

Projek itu, ujarnya mempunyai 17 pakej dan dua daripadanya diberi kepada sebuah syarikat, Arah Jitu Sdn Bhd milik AJK Umno Hulu Terengganu.

“Beliau diberi Pakej 9B dan Pakej 8. Di Terengganu, Umno selalu beri projek kepada OKU, bukan orang kurang upaya tapi 'Orang Kuat Umno'," ujar beliau.

Ulasan: Demikianlah cara UMNO mengaut duit rakyat.

http://www.harakahdaily.net/v2/index.php?option=com_content&view=article&id=29108:3-projek-utama-gagal-kerana-kronisme&catid=1:utama&Itemid=50

Wednesday, October 6, 2010

Measured Term Maintenance Contract

Basis

A method of contracting used where there is much repetition of work, for example in the case of regular or planned preventive maintenance work is required, e.g. Housing, Schools, etc.

Tenders are sought on the basis of a Schedule of Rates, chosen for their applicability to the proposed work. Tenderers quote either their price for each work item, or where the Schedule of rates are a standard priced document, on the basis of a ‘plus or minus’ rate in each case. Additionally the tenderer will likely be asked to quote his minimum charge, or call out rate.

Contracts are generally let on a ‘Framework’ basis, generally for a period of between 2 and 3 years, although longer periods can be agreed and the contract often incorporates a means by which the contract can be extended for a further period of time, perhaps one or two years as an incentive for the contractor to perform. In this respect clients often define KPI’s (Key Performance Indicators) as part of the contract in order to provide measurement of the performance of the contractor.

After the contract commences, the Contractor measures the works carried out and raises invoices against the Schedule of Rates for each separate job. Applications for payment are based upon a monthly schedule and application for payment. Invoices are generally payable on completion of the service and monthly in arrears.

Additionally there can also be an additional annual sum per property for reactive repairs; and a further schedule of rates for renewals rather than repairs as applicable.

Payments for the reactive repairs element can be allowed to be adjusted down for any system down time or unavailability during the contract period.

Often used for repairs, maintenance, renewals and minor works by councils and other public authorities with major estate portfolios.

Advantages

· Creates a long-term integrated multi-party partnering approach between the client’s estate management team and the chosen contractor, to provide better communication and response.

· Allows the development of more open pricing over the life of the term programme

· Allows proactive change and risk management, including use of a risk register.

· Creates a supply chain partnering environment whereby problem solving and alternative dispute resolution can thrive.

· Provides process for continuous improvement by allowing the measurement of improvement and related incentives which may be incorporated into the contract terms

· Certainty of cost for each work task and can be verified and easily audited.

· Can incorporate Design and Build and Performance Specified works if required

Disadvantages

· Some clients believe that an open book agreement with a contractor may be a more economic way to proceed.

· Minimum charges can cause a feeling of mistrust between the client and contractor, where an apparently large number of ‘small’ charge jobs are carried out.

· A change in personnel may bring conflict and when things go wrong, there can be a serious breakdown between the parties.

Suitability

Works well where there is a high degree of repetition in the works, for example the renewal of locks, painting, replacement of glazing, plant repairs, which can be reasonably foreseen.

http://www.kerncm.com/MsdTerm.aspx

Cost Reimbursable or Prime Cost

Basis

The contractor is appointed, possibly in competition, but on many occasions by negotiation, to carry out the works on the basis that he is paid his actual costs. He also receives a fixed fee or percentage for overheads and profit, which if competitive tendering is possible, can form the basis of the tender.

Some practitioners argue that this procurement method can be likened to being on a time and materials basis, or otherwise ‘Daywork’; albeit with modified terms.

Advantages

· Enables a very early start to be made on site, but at the expense of cost certainty.

Disadvantages

· Overall cost control can be difficult because the contractor does not have any great incentive to work efficiently. Although interim assessments can be made, the total cost is not known until the work is largely completed.

· There is often no means to ensure that errors and bad workmanship are borne by the contractor and sub-contracted works, particularly if all works are let on a prime cost ‘style’ basis. It is for this reason that in many cases sub-contract packages are let on a competitive lump sum basis in order to maintain a deal of cost control. Additionally it may be a term of the tender that a reduction in the costs is made to cover such abortive work. Similarly, it is normal to restrict head office staff costs such that a proportion of these are included in the fixed fee; and to agree a schedule of site staff and site establishment costs in order to create some level of cost certainty.

· The risk for unforeseen circumstances generally lies with the client.

Suitability

Probably a last resort method of procurement in view of the uncertainty of total cost inherent in the process. Really only suitable for projects where an immediate start on site is required, for example where fire damage or terrorist damage has occurred, or perhaps with difficult refurbishments where the scope of work cannot be established until the work progresses.

http://www.kerncm.com/PrimeCost.aspx

Construction Management

Basis

The original philosophy of Construction Management was that the client would organise the management of the construction activities in-house. As with Management Contracting, the actual works are divided into separate trade packages that are tendered by trade contractors. However, the major difference from management contracting is that the client employs the selected trade contractors direct.

Because of the criticism of Management Contracting that has arisen over the past few years, the Construction Management approach has become more widely applied.

Not all clients have the facility to manage their own construction work in-house and it is now normal for an outside construction manager to be appointed - either an independent consultant, or a contractor. In these cases the trade contracts are still direct with the client.

Advantages

· Enables an early start to be made on site before design is well advanced.

· Allows flexibility for change as the works are tendered progressively. There is a reduced likelihood of claims affecting other packages in the event that major changes are made.

· Lends itself well to complex construction projects as construction can commence before design work is completed.

· Direct contracts between the works contractors and the client should result in stronger relationships and potentially a less adversarial situation.

· Trade Packages can include design where specialist works are required and are let on a Design and Build basis.

· The client has a greater degree of control over the works contractors.

· Can incorporate Design and Build and Performance Specified works if required

Disadvantages

· As no contract sum is established, the client relies upon the Quantity Surveyor's estimate. This is, however, endorsed by the construction manager initially and firm costs are established progressively during the course of the works.

· Organisation costs such as site accommodation, telephones, copying etc., are likely to be paid on a prime cost basis. This gives the client less cost certainty.

· The client accepts a greater degree of risk because he has financial responsibility for the default of the works contractors.

· The client takes on the burden of dealing with additional correspondence, multiple payments and possibly adjudication on disputes and extensions of time, etc., for all individual trade contractors.

Suitability

Appropriate for large, complex projects where the client is experienced in the construction process, wishes to have a "hands on" approach and where an earlier start is required than can be made by proceeding with the full design process and tendering in a more traditional way. This is achieved by overlapping design, preparation of tender documents and construction.

http://www.kerncm.com/ConstrMgmt.aspx

Design, Manage and Construct

Basis

The Design, Manage and Construct route is a hybrid route between Design and Build and Management Contracting.

Like Management Contracting, the Design, Manage and Construct contractor is appointed to manage the construction of the project through a series of trade-contracts. It differs, in that the contractor is also given responsibility for programming and procuring the design information, so that the design consultants are employed by the ‘design and manage’ contractor, rather than the client.

The Design, Manage and Construct contractor is selected, usually in competition, early in the programme on the basis of a response to a set of tender enquiry documents which requires the contractor to tender a fee for:

· pre-commencement services;

· construction services during and after the project;

· a lump sum for site staffing and facilities, etc

As well as price, the required performance of the design and manage contractor is a major factor in the selection process.

For the actual building process, the works are divided into separate trade packages, for which tenders are sought from trade-contractors by means of a variety of tender routes, vut by preference on a lump sum basis. The selected trade-contractors are taken on by the design and manage contractor.

AAdvantages

· Gives single point responsibility.

· Enables an early start to be made on site before the design is completed.

· Creates a flexible tendering environment. Allows for ongoing change because works are tendered progressively. In turn this reduces the ongoing likelihood of claims being made by the trade-contractors, should significant changes be made.

· The ‘Design, Manage and Construct’ method lends itself well to complex or fast track construction because construction work is able to be started before the design is finished.

· Leads to a less confrontational relationship between the Design and Manage contractor and the client.

· Management of the design information production by the design and manage contractor has the potential to lead to fewer delays arising from lack of information.

· In most cases the Design and Manage contractor adopts overall financial responsibility for the default of sub-contractors.

Disadvantages

· Can lead to duplication of resources between trade-contractors and the Design and Manage contractor and therefore can also lead to a higher level of tenders.

· No contract sum is established. Therefore the client relies upon the Quantity Surveyor's estimate, endorsed by the Design and Manage contractor initially and then progressively firmed up as tendering progresses during the course of works.

· There is an ‘arms-length’ relationship between the client and the contractor’s design team, which can potentially lead to lower client satisfaction with the final design.

Suitability

Appropriate for large, complex projects or fast track projects where potentially an early start is required and where the client wishes to have a single point responsibility.

http://www.kerncm.com/DesManageandConst.aspx

Target Cost Design and Build

Basis

As with traditional Design and Build, a contractor is selected, normally in competition, to Design and Build the building. Tenders are invited on the basis of an "Employer's
Requirements" which sets out the specification of the building required and defines the planning and other restrictions. The contractor is responsible for the design team, although the client should retain the services of consultants to protect his interests and act on his behalf.

The contractor's costs are audited by the Quantity Surveyor and the contractor is paid the actual cost of the work so long as it is less than the tendered Target Cost. In addition, any saving on the Target Cost Design and Build tender sum is split, normally 50/50 (but can be varied) between the contractor and the client.

Like Design and Build a form of "Develop then Design and Build" can be adopted with Target Cost Design and Build. However because of the inherent sharing of savings the potential for such economies being made is reduced and unlikely to be as attractive to the contractor.

Advantages

• Establishes the client's maximum financial commitment (subject to client variations). If the contractor's costs exceed the Target Cost, only the Target Cost sum is paid.

• Leaves responsibility with the contractor for organising and programming the design team's activities. The client is therefore not responsible for extensions of time in the event that design information is not produced on time.

• Variations are normally pre-agreed and the client has the opportunity to instruct or otherwise knowing the consequences in terms of cost and time.

• Gives single point responsibility.

• Leads to a less adversarial attitude between contractor and client as both benefit from savings.

• Can give prior warning of future financial problems as the Quantity Surveyor has complete access to the contractor's actual costs.

• The risk for unforeseen circumstances is shared more equitably between the client and the contractor.

Disadvantages

• Provides the client with arguably a less sophisticated building in terms of design detailing then would be the case with other forms of procurement.

• Gives less control over the work in total and of the costs of any variations required.

• Can be difficult in certain instances to precisely define the standards and quality of design required.

Suitability

Appropriate for contracts where the client requires a firm lump sum price but where risks are likely to be priced by the contractor in the tender. Probably appropriate for less sophisticated buildings where the standards and quality can be easily defined.

http://www.kerncm.com/TargetDandB.aspx

Design and Build

Basis

A contractor is selected, normally in competition, to Design and Build the project. Tenders are invited on the basis of an "Employer's Requirements" document prepared normally by the client or his consultants. The Employers Requirements set out the project needs in terms specification, function and performance of the building required and if applicable will also define planning and any other restrictions.

The contractor responds with a set of “Contractor’s Proposals” upon which the tender bids are assessed. Assuming the Contractors Proposals fulfil the employer’s requirements, the lowest bid is often accepted, but this may not be the case because subjective consideration of the overall design and quality of the proposals may be important than cost alone.

Once appointed the contractor employs and is therefore responsible for the design team.

It should be noted that under a JCT form of Design and Build contract, the Employer, unless he/she appoints somebody else, becomes the “Employer’s Agent”. In the JCT contract this person is assumed to be non-technical and could be the only named party apart from the Contractor – there is normally no quantity surveyor. In most cases the client would be advised to retain the services of his own consultants including a quantity surveyor to protect his interests and act on his behalf.

In many cases nowadays and particularly where the project is of a complex nature or facing difficult town planning procedures, the client often appoints a design team to negotiate planning, prepare preliminary designs and specifications and a detailed design brief before seeking Design and Build proposals from contractors – this is referred to by clients as "Develop then Design and Build”, or by contractors colloquially as “Design and Dump”.

Develop then Design and Build ensures that the client gets a design that works for him and the risk of the final design and construction works is assumed by the contractor. the contractor. In some instances and where the employer agrees or requires it, the initial design team can be novated to the contractor.

Design and Build Advantages

· Establishes a fixed lump sum price, subject only to client's required changes

· Leaves responsibility with the contractor for organising and programming the design team's activities. The client is therefore not responsible for extensions of time in the event that design information is not produced on time.

· Variations (known as Changes) are normally pre-agreed and the client has the opportunity to instruct or otherwise, knowing the full consequences in terms of cost and time.

· The risk for unforeseen circumstances lies with the contractor.

· Gives single point responsibility.

Disadvantages

· Provides the client with arguably a less sophisticated building in terms of design detailing than would be the case with other forms of procurement.

· Gives less control over the work in total and of the costs of any variations required.

· Can be difficult in certain instances to precisely define the standards and quality of design required.

· Depending on the risks imposed on the contractor at tender stage can result in a higher contract value than would otherwise be the case.

Suitability

Appropriate where the client requires a firm lump sum price and where the required standards and quality can be easily defined before tenders are sought.
For more control over quality and cost, this procurement route can be used in a "Develop then Design and Build" form where the client's design team initially negotiates and obtains planning permission, prepares outline designs, specifications and a detailed brief for the Employer’s Requirements, particularly where more complex buildings are required under this procurement method. In some cases the employer’s design team is required to be novated to the contractor after obtaining planning permission.

http://www.kerncm.com/DandB.aspx

Management Contracting

Basis

The philosophy of Management Contracting differs from that of other more traditional procurement methods in that the management contractor is appointed to manage the construction of the project rather than build it.

The contractor is selected, normally in competition, early in the programme on the basis of a response to a tender enquiry document. This requires the contractor to tender a fee for pre-commencement services and construction services during and after the project as well as a lump sum or guaranteed maximum for site staffing and facilities, etc. As well as price, the required performance of the management contractor is a major factor in the selection process.

For the actual building process the works are divided into separate trade packages which are tendered by trade contractors. The selected trade-contractors are taken on by the management contractor who is responsible for managing them and in particular their ability to meet quality and programme targets.

Advantages

· Enables an early start to be made on site before design is well advanced.

· Allows flexibility for change as the works are tendered progressively. There is a reduced likelihood of claims affecting other packages in the event that major changes are made.

· Lends itself well to complex construction projects as construction can commence before design work is completed. It is important, however, that the design of each trade package is complete at the time of tendering that package.

· Leads to a less adversarial relationship between management contractor and client.

· Can incorporate Design and Build and Performance Specified works if required
Disadvantages

· Can lead to duplication of resources between trade-contractors and the management contractor and therefore higher tenders than would be the case under a more traditional route.

· As no contract sum is established, the client relies upon the Quantity Surveyor's estimate. This is, however, endorsed by the management contractor initially and subsequently firm costs are established progressively during the course of the works.

· The client accepts a greater degree of risk because he has financial responsibility for the default of sub-contractors.

Suitability

Appropriate for large, complex projects where an earlier start is required than can be made by proceeding with the full design process and tendering by a more traditional route. This is achieved by overlapping design, preparation of tender documents and construction.

http://www.kerncm.com/MgmtCont.aspx

Target Cost Contracts

Basis

A contractor is appointed, either in competition or by negotiation, on the basis of pricing of simplified Bills of Quantities or a Schedule of Works. The tender price forms the Target Cost but the contractor is paid the actual costs for executing the work, as audited by the quantity surveyor, so long as this is less than the tendered Target Cost.

The Target Cost is, in effect, a ‘Guaranteed Maximum’. Any saving on the Target Cost is split, normally 50/50 (but can be varied) between the contractor and the client.

Advantages

· Enables an early start to be made on site as the tender documents can be prepared and a contractor appointed before the full design is completed.

· Establishes the client's maximum financial commitment (subject to client variations). If the contractor's costs exceed the Target Cost, only the Target Cost sum is paid.

· Gives the opportunity for the client to benefit from any savings made by the contractor. It is particularly useful in cases where risks may be priced in the tender, as under this system if those risks do not materialise the saving is shared.

· Leads to a less adversarial attitude between contractor and client with both benefiting from savings made.

· Can give early warning of future financial problems as the auditing quantity surveyor has complete access to the contractor's actual costs.

· Can incorporate Design and Build and Performance Specified works if required
Disadvantages

· The contractor and design team need to fully understand the Target Cost process.

· Can prove marginally more expensive than a more traditional contract where more risk is taken by the contractor.

Suitability

Appropriate for projects where an early start is required on site, and where the client wants to establish a maximum financial commitment, together with a less adversarial relationship.

Schedules of Work

Basis

A Schedule of Works document lists all of the main sections and heads of work to be undertaken by the contractor.

A lump sum tender price based upon the priced Schedule of Works and associated documents are normally tendered in competition by a pre-selected list of between three and six contractors.

The Schedule of Works must be read in conjunction with the specification and the drawings and is required to be priced by the tenderer on a lump sum basis. Normally if given, quantities of work are for guidance only and the contractor is required to make his own measurements in order to prepare his tender bid.

Often in addition to the Schedule of Works, the contractor is requested to price a ‘unitary’ schedule of rates relating to the principal items of material, etc to be carried out. This can assist in the valuation of variations that may be later instructed.

Provisional sum items in the Schedule of Works can be included where these can be defined. Additionally and as with Bills of Quantity, Provisional allowances for undefined and defined works can be included and if required. Also allowances for works to be carried out by ‘named’ specialist sub-contractors can be included and if required can then be tendered separately – although this is relatively uncommon today and it is more likely that such work will be part of the main contractor’s tender by means of his selection from list of ‘preferred sub-contractors’ to be employed as ‘Domestic sub-contractors’.

However, it is important to note that because a Schedule of Works does not refer to a set of Measurement Rules, the documents must set out the basis (or rules) upon which Provisional Sums are included. Additionally and similarly definitions for General Attendances and Special Attendances to be included in connection with specialist sub-contractors must also be defined in the tender/contract documents.

This method of procurement became popular after the introduction of the JCT Intermediate Form of Contract in 1984. It continues to be popular today.

Advantages

· The lump sum price is firm, subject only to variations which may be instructed during the course of the contract works.

· Client risk tends to be avoided because the contractor prepares his own measurements and quantities.

· Can incorporate Design and Build and Performance Specified works if required
Disadvantages

· The design must be reasonably well advanced (like Bills of Quantity) in order that tender documentation can be prepared.

· When variations occur, the valuation of changes can be more difficult to agree with the contractor than if firm Bills of Quantities exist, because individual prices for items of work do not exist unless a ‘unitary’ schedule of rates has been requested as part of the Tender.

· Tenders are not as easily comparable to each other as is possible with Bills of Quantity, because the tendering contractors may interpret and price risk in the Schedule of Works document in different ways.

Suitability

Appropriate for use on small to medium sized projects. Tenderers need to carry out their own measurements and produce their own quantities.
The use of Schedules of Works is not particularly appropriate where change can be foreseen post-contract.

http://www.kerncm.com/SoW.aspx

Specification and Drawings

Basis

A contractor is selected and appointed on the basis of a lump sum bid provided in response to a detailed Specification document, which when read in conjunction with the drawings, defines the scope of work to be carried out as the contract works.

The Specification can also include provisional allowances for unforeseen or undesigned work; and also allowances can be included for specialist works yet to be tendered. Measurements and quantities are prepared by the tenderers to enable them to price the work. Like Schedules of Work, the use and meaning of these provisional sums needs to be described and defined in the documents.

Normally, tendering is in competition with a pre-selected list of approximately five contractors.

Advantages

· The lump sum price is firm, subject only to variations which may be instructed during the course of the contract works.

· Client risk tends to be avoided because the contractor prepares his own measurements and quantities.

· Can incorporate Design and Build and Performance Specified works if required
Disadvantages

· The design must be well advanced in order to prepare the detailed Specification documents. This procurement route can therefore mean a later site start than with alternative procurement routes.

· Give less control of cost when variations are instructed than firm Bills of quantities because of the lack of a defined system of measurement of the building elements.

· Tenders are not as easily comparable to each other as is possible with Bills of Quantities, because the tendering contractors may interpret and price risk in the Specification document in different ways.

Suitability

Specification and Drawings are Appropriate to smaller projects such as house extensions and renovations; partly because all tenderers need to produce their own quantities and partly because of the time involved in achieving a sufficiency of the designs to enable the Specification tender documents to be prepared.
Like Schedules of Work, the use this form of procurement is not particularly appropriate where it is likely that change will be required by the client after the contract has been started.

http://www.kerncm.com/SpecandDwgs.aspx

Bills of Approximate Quantities

Basis

Bills of Approximate Quantities are an alternative form of Bills of Quantities (see above) and are prepared early in the design process before a firm design is available.

The contractor is selected, normally by competition from a pre-selected list of between three and six contractors.

Contractors prepare a tender bid based on pricing a Bill of Approximate Quantities. This is essentially a traditional Bill of Quantities but with the quantities assessed from professional experience by the Quantity Surveyor rather than firmly measured, as would be the case with “Bills of Quantities” .
Advantages

· Allows early appointment of a contractor and access to experience in terms of his programming and buildability skills.

· Enables an earlier start on site to be made than with Traditional Bills of Quantities.

· Can incorporate Design and Build and Performance Specified works if required
Disadvantages

· Approximate Bills of Quantities do not establish a firm cost for the work at the time the contractor is appointed, thus there is less price certainty. This is because the actual cost of the works is calculated only when the design is available and detailed re-measurements have been made.

· The client proceeds to the construction stage at greater risk, despite a check being made at the tender stage by means of bids being submitted by the tendering contractors.

Suitability
Appropriate for projects for which an early start on site is required or where the design is reasonably well defined or alternatively where the work is of a repetitive nature following on from other similar projects (allowing assessments to be made of the quantity of works from previous experience), but where time is not available for full Bills of Quantities to be prepared.

http://www.kerncm.com/ABOQ.aspx

Bills of Quantities

Basis

Often referred to as “traditional Bills of Quantities”

A lump sum tender price based upon the priced Bills of Quantities is normally tendered in competition by a pre-selected list of between three and six contractors.

Selection of a contractor is made on the basis of the tenderer pricing measured Bills of Quantities, prepared to standard rules of measurement, for example:

· SMM7

· POMI – Principles of Measurement International

· ARM – Agreed Rules of Measurement (in the Republic of Ireland)

· The planned ARQ – Agreed Rules of Quantification, a simplified SMM to run alongside SMM7. This proposed new SMM is presently (as at 2007) being discussed and drafted by the RICS and has an anticipated publication date of 2008/2009

Bills of Quantities include definitive measurements of the major elements of the building.

Where design is not complete, ‘provisional’ and/or ‘approximate’ quantities can be included.

Additionally Provisional Sum allowances for undefined and defined works can also be included, together with provisional sum allowances for works to be carried out by ‘named’ specialist sub-contractors; which, if required, can be tendered separately – although this is relatively uncommon today and it is more likely that such work will be part of the main contractor’s tender by means of selection from list of ‘preferred sub-contractors’, to then be employed as ‘Domestic sub-contractors’.

This method of procurement is the oldest methodology in the UK. It not now as popular as it was in the first 85 years of the 20th century, but is still often preferred by Public clients.
Advantages

· Cost certainty is generally high but depends on the degree of completeness of design at the time when the Bills of Quantity are prepared.

· Gives excellent comparison of tender bids because all tenders are based on the same measured information.

· Creates a low risk tendering environment allowing tenderers to give their most competitive price because the risk for the contractor is well understood and defined.

· This is a procurement process which is widely understood.

· Gives a good basis for measurement and valuation of variations and for the calculation of interim valuations and the eventual final account.

· Needs the design team to have prepared and developed the building design before the Bills of Quantity can be prepared and so through reduction of design risk often leads to a much greater level of programme certainty and thus the date for completion.

· Can incorporate Design and Build and Performance Specified works if required
Disadvantages

· For the level of cost certainty promised by this procurement methodology to be delivered, the design must have evolved before preparation of the Bills of Quantity is started.

· Errors in the tender documents are normally required to be corrected at the client’s risk.

· Pre-contract phase of procurement is lengthy compared to other procurement methods and so often leads to a later start on site.
Suitability

Appropriate for projects where time is available for design work to largely be completed so that detailed measurements can be made before the tenders are sought.
Bills of Quantity can be used on any size project but can be suitable for those which are extremely large and complex and where the design time required would mean a very long lead-in period.

http://www.kerncm.com/BOQ.aspx

Construction Procurement Guide

Construction Procurement Guide - an overview of the major means of construction procurement currently in use in UK construction - written by Andrew Hudson for Laxtons 2008.

Introduction

There are numerous issues that need to be considered when deciding upon the means of procurement of a building project, and which will determine the Form of Contract to define the obligations and responsibilities between the Parties.

Procurement is the term used to enable the process of creating a contractual relationship. There are four essential elements:
1) Offer
2) Acceptance
3) Consideration (payment)
4) The intention to create a legal relationship

Factors which influence the procurement process include:
• the experience of client and the business case for the project including any particular requirements that the client may have
• the client’s desired programme for development, including the timing of the start and finish dates
• the nature, size and complexity of the project
• the state and completeness of the designs
• the degree of cost certainty, or conversely the requirement for risk aversion
• the need for competitive prices
• the apportionment of risk between client and contractor

There are eight main recognised procurement routes:

a) traditional (bills of quantities; schedules of work; specification and drawings; and the like)
b) target cost
c) design and build; and target cost design and build
d) design, manage and construct
e) management contracting
f) construction management
g) engineer, procure & construct (turnkey) - not dealt with here
h) partnering (also a process – see below)

With the exception of partnering, all of the above routes can be used with:
• a single stage process (tendered or negotiated)
• a two-stage process
• as a process to define a GMP – guaranteed maximum price

Further specialised routes used by public authorities are PFI – the private finance initiative; and PRIME contracting. In the latter case variants of PRIME contracting have been adopted by the NHS, Defence Estates and several ‘blue chip’ private sector organisations. PFI and PRIME are not dealt with here.

For the HM Treasury definition of PFI see: here

For a definition of PRIME contracting see: here

Partnering as a route and a process

Partnering is both a procurement route and a tendering process. Although now well defined and much written about, it is still misunderstood by many professionals and contractors alike, who consider that they have been partnering with their clients long before Egan, having had longstanding and ongoing relationships with clients for a considerable number of years. However, in many cases this is not partnering in the style championed in 1998 by The Egan Report, Rethinking Construction.

Partnering seeks to create relationships between members of the whole project team including the client, design team , contractor(s) and the underlying supply chain. This creates a framework to deliver demonstrable (through KPIs) and continuing economies over time from: better design and construction; lower risk; less waste (time, material, etc); and as a result avoid disputes. Partnering workshops provide for better knowledge, communication, sharing, education and team building to create a much more purposeful relationship than merely continuing to work together with a client.!

Egan's Partnering is discussed more fully later.

Single Stage as a process

The single stage process is in many cases the conventional process of procurement. Tenders are sought based upon one of the routes set out herein and bids are considered and a contractor selected and then appointed based upon chosen criteria defined to suit the project. In most cases the choice criteria involved in the contractor selection will be based upon the most economic cost, but can also be based upon programme, quality of design solution (in the case of a Design and Construct Tender) or a mixture of these criteria.

Two Stage as a process

In the case of a two-stage process, the selection of a contractor is made by means of a first-stage tender early in the project programme before the design is well advanced. With the exception of partnering this process can be used in connection with most of the routes listed above

Normally, the first-stage is by means of a competitive tender based on limited elements of the work, for example: • a schedule of unitary rates provisionally prepared from the design drawings as prepared at the time of the stage-one tender; *
• preliminaries costs (site staffing, plant, site setup, scaffolding, craneage, insurances, etc);
• the percentage required for overheads and profit;
• the percentages required on Dayworks;
• additions required on the sub-contract work which is to be sub-let;
• submission of CV’s for proposed site and head office staff; and
• method statements - so that the contractor’s understanding of the project can be assessed by the design team and the client.
*

If time and design information is available, measurements might be made of selected major work elements (for example demolitions) and Bills of Approximate Quantities (or a Schedule of Works) can then be included for fuller pricing in the first-stage documents.

At stage-one a Contractor is selected from bids made on the basis of the limited information available at the time and will often include, but is not limited to: • proposed preliminary costs
• proposed overheads and profit level(s)
• labour costs
• principle plant costs
• sub-contract works cost, where these can be defined to a level that can be priced
• interviews and assessments of the contractor’s proposed staff
• project understanding and proposed method statements
• the contractor’s willingness to enter into the second-stage negotiations
• and the like

The second-stage, a Bill of Quantities/Schedule of Work or a more fully detailed Schedule of Rates or a mixture of both, is generally prepared by the Quantity Surveyor and is priced with the chosen contractor by means of ‘open book’ negotiation in order to calculate the contract sum.

As referred to above, a two-stage tender process can overlay any of the ‘traditional’ procurement routes and can bring an additional set of advantages and disadvantages to the chosen means of tendering. Set alone, two-stage procurement can provide:
• Early appointment of contractor and access to his experience of programming and buildability.
• An earlier start on site than with a single stage process, because the works can proceed, if required, before a contract sum has been negotiated and fixed.

However two-stage procurement does not establish a firm contract sum at the time when the contractor is initially appointed as this is calculated later. It is therefore most appropriate for projects where an early start on site is required and where a project is reasonably well defined, in terms of the scope of work; and for which management or construction management are not considered appropriate.

Guaranteed Maximum Price (GMP) – as a process

A GMP can be tendered at outset, but more often a previously tendered lump sum contract (excluding Target type contracts) is converted to a GMP following a traditional single or two-stage tender process utilising:
• Bills of Quantity (either Firm or Approximate); or
• a Schedule of Works; or
• Specification and Drawings

Thus the definition of a GMP can occur, either before commencing the works or during the course of the works. The GMP is negotiated with the chosen contractor and his sub-contractor(s) on a basis that includes for the contractor’s future design development of the scheme, albeit in many cases the initial tender methodology may not have included design.

The Contractor therefore assume a larger element of risk that with other contract relationships and takes responsibility for matters that would normally cause extensions of time and potentially additional payment(s).

There are no generally available standard Forms of Contract for a GMP, it will require a bespoke contracts or a standard contract modified by a bespoke addendum agreement.

The advantages of a GMP are that it:
• Gives cost certainty similar to that of a design and build contract whilst the client employs and retains control of the design team.
• Provides the client often with a more appropriately detailed building than might be the case if let as a design and build contract, because the client’s design team retain control of detailing.
• Potentially means that the design needs to be completed to a greater degree than normal in order to let contract as a GMP, because after the GMP is agreed all variations that cause change, will attract cost and programme alterations. Therefore the design team will want to avoid such ‘change’

However, it is also important to note that a GMP contract has the potential to provide ‘rich’ grounds for disputes; particularly in respect of whether varied work has resulted from design detailing and therefore included in the GMP, or whether it is a variation caused by client change, which is an addition to the contract sum.

Very few contractors have experience of GMP contracts and those that do have had mixed experiences. Particularly because the financial and programme risk for unforeseen circumstances is entirely borne by the contractor.

The creation of a GMP creates certainty for both parties. However, a GMP can mean that the contractor can take a heavy fall if things go wrong! Examples of major GMP style contracts are those for the Cardiff Arms Park and also the new Wembley Stadium.

With the exception of a GMP, the eight routes noted are served by a plethora of standard forms of contract, sub-contract, supply agreements, warranties, etc. Such forms are widely available, with versions for use in England versions for use in England and Wales, and Scotland, where the law relating to contract differs from English law.

The success of any procurement route and process will depend largely on the ability and experience of both the chosen designers and contractor(s).

At the time of Tender, it is therefore very important that care is exercised in the selection of tendering contractors. In all cases it is to be recommended that pre-tender interviews take place with the potential tenderers to confirm their suitability for the work in advance; followed by both mid-tender review meetings and post-tender today. It is by definition not intended to cover every type of procurement route nor all the issues and therefore should be considered as a guide only. The following links describe various methods of procurement and each is discussed for: basis; advantages; disadvantages; and suitability:
- Bills of Quantities
- Bills of Approximate Quantities
- Specification and Drawings
- Schedules of Work
- Target Cost
- Management Contracting
- Design and Build
- Target Cost Design & Build
- Design, Manage and Construct
- Construction Management
- Cost Reimbursable or Prime Cost
- Measured Term Maintenance Contract

Conclusion

The choice of a procurement route and tendering process is a complex matter. This section has attempted only to set out the main features of the principal procurement routes and processes available.

It is intended as a broad guide only to assist in understanding the main issues, advantages and disadvantages. In order to make a full assessment of what can be a set of complex issues, you are strongly advised to seek professional advice.

http://www.kerncm.com/procurement.aspx