trent global UNIT 4: SITE ESTABLISHMENT & PROCUREMENT · TRENT UNIT 4: SITE ESTABLISHMENT & PROCUREMENT GLOBAL •4.1 Introduction. •As there are too many variables and unpredictability,

TRENT GLOBAL UNIT 4: SITE ESTABLISHMENT & PROCUREMENT

• UNIT 4: SITE ESTABLISHMENT AND PROCUREMENT

• 4.1 INTRODUCTION

• 4.2 SITE OBLIGATIONS – LAYOUT AND ENABLING WORKS

• 4.3 PRE CONTRACT COMMENCEMENT

• 4.4 SITE MANAGER’S DUTIES

• 4.5 SITE DOCUMENTATIONS AND FORMS

• 4.6 SITE PROCUREMENT

TRENT UNIT 4: SITE ESTABLISHMENT & PROCUREMENT GLOBAL


• 4.1 Introduction.

• As there are too many variables and unpredictability, no single project is

the same. Different factors result in different time frame, cost, quality and

productivity conclusions. All the management skills in the world will be

incapable of bailing a construction project if methods were wrongly

conceptualized and planned from the beginning.

• 4.2 Site Obligations – Layout and Enabling Works.

• Site visit is important to have first hand assessment of constraints and restrictions that

may affect your planning and layout. A poor layout can cause problems like inadequate

space for staging, storage and the use of certain construction methods.

• Other considerations include verifying access roads, utilities availability in the immediate

vicinity and also the type of neighbours (eg schools will result in some disruption to

working hours during examination period.)


• Environmental factors such as drainage, groundwater and possibility of floods can also be

detrimental to site progress. Another concern is the presence of hazardous material

which requires costly leaning up procedures.

• Some common Site Facilities to be catered for:

• a) Site Safety, Health and Welfare – a sound knowledge of various Factories Acts and

Work Rule Agreement is essential and the site manager has to ensure strict adherences.

Welfare can range from provision of clean sanitary facilities, regular waste disposal and

housekeeping to a comfortable workers’ mess as well as recreational facilities.


• b) Site Administration and Security – normally included in project’s overheads. Although

supporting roles they are just as critical in the smooth running of the project. Vandalism

and trespass are common problems. So security will ensure that the site is secure

throughout the active construction duration. Fenced compound will require gates and

sometimes cctv surveillance. Though cost of security is high, it may be balanced against

wastage, damage, theft, loss and delay.

• c) Legitimacy and Competence of all Workmen – some countries like S’pore has

statutory bodies to strictly govern and ensure those recruited are of a specified level of

skill or trade through accredited certifications. These workers have to carry their original

work permit at all times on site. Any infringement of employing illegal workers may result

in hefty fines and imprisonment to Company’s top management.


• d) Plant and Equipment – while a checklist reduces the risk of omission, attention

should be paid to ancillary items, essential accessories and components that

enable the plants to perform efficiently. Location of plants and storage are also

critical and considerations given during planning so as to maximize its running

efficiency.

• e) Scaffolding – may be examined under the headings of external and internal

works and in full compliance with statutory requirements. Installation must be

done by registered contractor and erectors. Mobilization and installation must be

incorporated into the schedule.


• f) Protection against Inclement Weather – where heavy rainfall is a norm, additional

waterproofing measures in the forms of temporary or portable shelters, waterproofed

sheeting have to be stored and prepared for use, to protect against water ingression.

• g) Water Supply – the availability of temporary water and its proximity is critical for all site

operations. Where necessary inquiries should be made with the authorities on its charges and

availability. (likewise waste discharge is just as important)

• h) Lighting and Electrical supply – like water, electrical requirements and its capacity in

relation to the allowed plants on site must be carefully planned. Similarly its availability and

charges need to be checked with the Authority. A LEW (licenced electric worker) has to be

appointed to certify the fitness of the installation.


• i) Temporary Access – site access is critical as it affects mobility and may delay progress

throughout the duration of the project. This applies to site entrance as well as access

within the site. Provision of multiple entrances/ exits will ease congestion but at the

expense of more wash bays and security. The type and quality of the internal access must

also be considered so as to ensure the smooth and efficient traffic flow with in the site.

For eg a mud laden access will require a longer washing time at the exit; Temporary

concrete though costly will enhance the neatness of the site and reduces travelling time

and exits quickly.


• j) Temporary Site Accommodation and Store – usually located far away from public view

and where necessary netting are used to shield them. Provision of well racked general

store sheds, allocation of open storage areas and secured storage on site, is important

and necessary for proper stock-keep, maintenance and its security.

• k) Temporary Communications and Computing Facilities – subject to contract

requirements, Contractor must furnish accordingly including temporary phone , facsimile,

internet connections as well as basic computer set-ups including all peripheral support

equipment.


• l) Temporary Traffic Diversions and Signage – traffic problems and requirements vary in

accordance with location (whether it is city or rural area). In accordance to local traffic

regulations and in consideration of the locality of the site and its access, the Contractor

needs to plan such that it does impede the existing traffic flow and to enhance localized

traffic safety with approved safety barriers, signage, lighting etc.

• m) Temporary Hoardings, Protective Barriers, Screens etc – temporary fencing may be

part of security hoardings, screens etc. Others like covered walkways, screens

(sometimes sound barriers) are all part of Site facilities under the obligation of the

Contractor.


• n) Planning of Site Routines - obligated to plan before site establishment. These include

delegating of minuting of site meetings, cleaning of washrooms, plant maintenance, store

accountability. Routine will be flexible to allow for varying conditions and the appointed

shall be responsible and accountable.

• o) Procedure in Cases of Emergency - contingency and considerations can range from

escape routes, fire assembly points, location of nearest telephone, emergency contact

numbers, location of nearest medical facility, after hour contact number, telephone

number of local police station etc.


• 4.2.1 General Site Layout

• Site layout is commonly divided into “administrative” and “construction” zones.

• 1) Administrative Zone – includes store, offices, subcontractors’ huts, canteen,

accommodation. Located with quick access to site for control reasons. Ease of

connectivity of telephone facilities, electricity for power, compressed air, lighting and

heating facilities, water supply and waste disposal. Careful planning is required to

minimize the need to move the administrative area during the contract period.


• 2) Construction Zone – includes the actual site of the building being constructed,

materials and equipment. Positioned to minimize the time for handling and movement.

Areas need to be properly identified to avoid the possibility of dumping materials in the

wrong position and hence double handling.

• With this in mind, basic planning considerations are as follows:

• a) Site Conditions and Access – will limit the type of plant to be used; wet sites need to

use tracked machines in the case of excavators and mobile cranes; for sloped sites the

use of rail mounted cranes not feasible; confined sites – insufficient room for a mixer or

mixing plant; site close to adjoining building need the use of a derricking jib.


• b) Nature of Job – different types of structures and form, size and detailing will have

effect on the way the contract is planned. It will also influences decisions on the type of

equipment and material to be used.

• c) Plant – General considerations include its capabilities, limitations, outputs, maintenance

frequency and cost:

• Excavation – type of excavation to be carried out, nature of soil to be excavated, volume and

depth of soil to be excavated, haulage distance.

Handling – quantity and type of materials to be handled, degree of Tower Crane utilization,

weight of materials, avoid double handling, siting of plant in relation to building.


Mixing – Quality and quantity required; site conditions; cost comparisons among

various methods.

Type of Plant – Nature of job, sequence of work, method of construction, amount

of work, cost of equipment and running cost.

• d) Design Factors – simplicity of construction and detailing; separation of

trades; phasing of works; continuity of works.


• 4.3 Pre- Contract Commencement

• Assuming that all essential documents such as site plans, organization charts, method

statements etc have all been finalized, then the focus should be on physical establishment of a

site, with selection of common temporary works, plants and equipment.

• Upon receipt of Letter of Award, the contractor will depart from post-tender phase and begin

pre-contract stage. Good planning will enable the site to be smoothly run throughout the

duration of the project and reduces unnecessary cost arising from double-handling, shifting

etc.


• 4.4 Site Manager’s duties

• Upon accepting the position, he must be prepared to accept full responsibility for

everything that takes place on site, both directly and indirectly. It is essential that he is

given the authority to implement his responsibility.

• The individual has to be empowered as a Site Manager (sometimes known as Site Agent,

Project Manager or Construction Manager) who shall represent, act and decide for and

on behalf of the Contractor.

• He shall ensure that all notifications and applications are made to relevant contract

parties and statutory authorities prior to contract progress.


• Other duties include conceptualise in house plans, detailed project schedules, method

statements, procurement strategies, statutory submissions (safety, permits, Factories acts

etc);

• Thorough clarifications must always be sought to resolve possible ambiguities arising

from contract documents.

• It may be common to embark on a project without timely confirmations of material,

methods of construction, approved location of site office and facilities. Hence the SM’s

duties is to resolve and upon all the pending issues that will affect construction progress

soonest possible.


• 4.5 Site Documentation and Forms

• It is always important to have proper documentation for tracability, ISO

compliance, future disputes whether contractual or otherwise. So a proper

documentation set up has to be established upon site possession and a

comprehensive archive for future benchmarking.

• The Site Manager has to outline the various paperwork and templates commonly

used and required by his Company and tailor a system that suits the project

efficiently and safely.


• Some common documents:

• Plans and assessments – such as Health and Safety Plans or Policy; others

include Project chronological schedules, site rules and regulations, method

statements, assessments (risk), checklist and inspection forms, site dairy,

training records, minutes of meeting, visitors book, drawing registry,

licences and permits.


• 4.6 Site Procurement

• Any ordering must be done competitively and systematically. Normally the

QS is responsible for organizing the sub-contract and the Procurement

Dept (normally in Head office) will arrange in accordance to site

requirement. Sometimes loose tools are ordered by site team but if not

properly controlled, it can be a large amount. So it desirable to be

centralized in the head office.


• 4.6.1 The Organisation

• Staff recruitment – unlikely that the Company can fill all the positions through internal

transfer; so options include recruitment company, self recruit of permanent staff or short

term contract staff. The final choice depends on the Company’s short or long term

planning and industry’s economic demands.

Key skills that Managers look for are knowledge and authority, experience and

personality. Appropriate recruitment is a key factor to the success of the project but it

must be done within the available budget..


• Labour recruitment – very rarely will a Company be able to keep a permanent labour

force employed and available when needed on a construction site. Notwithstanding the

Company’s sub-contracting policy there will always be a requirement for workmen to be

recruited.

As it is a short term nature of the work, many labourers will have experienced being laid

off frequently and this leads to cynicism and disloyalty. Recruiting new labour will

probably require a time frame for familiarization. Hence most prefer to recruit those

who are already employed so as to operate the site safely and efficiently. The use of

agency is common but their workers may not necessary suitable.


• 4.6.2 Site Procurement

• Site Buying – Plant and material are routinely procured on site with the orders going

through the Head office. So it is critical that the requisitions are clearly specified with the

site requirements set down in the Company’s procedures. Often the site team are in a

better position to negotiate the project specific items of plant or materials and the office

is used as a checking process to confirm that the selected item is money for value and

within allowable cost in the tender. For some items some bulk purchase across few

projects allow a better bargaining advantage by the head office. (sample form on pg 66)


• Sub Contract Orders – normally done through a combination of head office and site. The

contracts dept will normally asked for quotations and then individually assessed through

interviews and cost comparisons. Important point to note is the exclusions and

attendances in their quotations which are actually converted into financial consequences.

This is where site team participation in interviews are critical.

• Procurement Controls – All site buying must be supervised by the Head office with

checks and controls preventing the site placing orders that are not sanctioned.


• Procurement Issues – Most site procurement is undertaken in conditions that are far

from ideal. The site staff are under pressure to deliver the project on time, on budget and

to the necessary safety, quality and sustainability requirements. Often procurement are

condensed to match the site programme and often insufficient time is allocated for

sourcing. All too often orders are not placed with the most cost effective provider

because he cannot meet the programme or delivery schedule.


Documents

trent global UNIT 4: SITE ESTABLISHMENT & PROCUREMENT · TRENT UNIT 4: SITE ESTABLISHMENT & PROCUREMENT GLOBAL •4.1 Introduction. •As there are too many variables and unpredictability,