Collaborative Tendering - Revision history

Tkokotas at 19:10, 17 November 2018

2018-11-17T19:10:38Z

← Older revision		Revision as of 19:10, 17 November 2018
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			''Developed by Rick Kool''


	==Summary==		==Summary==
	In recent years projects have become more complex in order to meet the societal demands. Big infrastructural projects require such specific knowledge and skillsets that individual companies, whether consultancy or contractors, are finding it increasingly difficult to fullfill all the requested requirements. Either on the aspect of technical/operational knowledge, or just the not having enough capacity (manpower) to fullfill the required work. In order to secure all the requirements in these complex contracts companies have been producing extensive tender proposals. These require a big initial investment, are labour intensive and require a vast and permanently available knowledge network in the company. All competitors are forced into producing this initial effort, however, only one can win the project.		In recent years projects have become more complex in order to meet the societal demands. Big infrastructural projects require such specific knowledge and skillsets that individual companies, whether consultancy or contractors, are finding it increasingly difficult to fullfill all the requested requirements. Either on the aspect of technical/operational knowledge, or just the not having enough capacity (manpower) to fullfill the required work. In order to secure all the requirements in these complex contracts companies have been producing extensive tender proposals. These require a big initial investment, are labour intensive and require a vast and permanently available knowledge network in the company. All competitors are forced into producing this initial effort, however, only one can win the project.

Rick Kool: /* Analysis */

2017-10-02T21:46:46Z

Analysis

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	==Analysis==		==Analysis==

	The aim of this chapter is to identify some examples of tendering in different parts of the world and their different levels of collaboration. This article will work towards a 'guideline' for best practices in Collaborative tendering, based on literary and case studies. ~~Marrewijk et al~~ emphasizes the need for increased collaboration, ''Increasingly, complex and extensive civil engineering and construction projects resemble megaprojects, as they too set up an integrated project organization combining different organization skills, designs and constructs''<ref>['' Marrewijk, Alfons van; Clegg, Stewart R.; Pitsis, Tyrone S.; Veenswijk, Marcel, 2007'' ] ''Managing public-private megaprojects: Paradoxes, complexity and project design'' </ref>. ~~Loosemore, Martin, 2015,~~ adds to the complexity of requirement for modern contracts as companies have to prove they have a positive effect on the communities in which they build. <ref>[ ''Loosemore, Martin, 2015'' ] ''Social procurement in UK construction projects'' </ref> With these megaprojects, different levels of cooperation can be distinguished.		The aim of this chapter is to identify some examples of tendering in different parts of the world and their different levels of collaboration. This article will work towards a 'guideline' for best practices in Collaborative tendering, based on literary and case studies. This article emphasizes the need for increased collaboration, ''Increasingly, complex and extensive civil engineering and construction projects resemble megaprojects, as they too set up an integrated project organization combining different organization skills, designs and constructs''<ref>['' Marrewijk, Alfons van; Clegg, Stewart R.; Pitsis, Tyrone S.; Veenswijk, Marcel, 2007'' ] ''Managing public-private megaprojects: Paradoxes, complexity and project design'' </ref>. Another article adds to the complexity of requirement for modern contracts as companies have to prove they have a positive effect on the communities in which they build. <ref>[ ''Loosemore, Martin, 2015'' ] ''Social procurement in UK construction projects'' </ref> With these megaprojects, different levels of cooperation can be distinguished.

Rick Kool: /* Collaborative Tendering in the Netherlands */

2017-10-02T21:39:45Z

Collaborative Tendering in the Netherlands

← Older revision		Revision as of 21:39, 2 October 2017
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	====Collaborative Tendering in the Netherlands====		====Collaborative Tendering in the Netherlands====

	Collaborative Tendering is becoming a more common phenomenon in the Netherlands. Especially in the context of the new procurement laws from the EU that were implemented in 2013 <ref>[''European Commission, 2016''] ''Public procurement-Study on administrative capacity in the EU, The Netherlands Country Profile'' </ref>. Over the last decade, collaborative tendering has become ~~increasinly~~ popular due to the advantages it brings in large infrastructure projects. The first push however was the implementation of Design & Build (& Maintain) Contracts. The new contracts rely on the contractor to take more tasks, instead of having a third party check constantly if the works are being implemented properly, it is now up to the contractor to prove that they have fullfilled all project requirements. For example, with the Maasvlakte 2, the consortium PUMA recalls the following: ‘’During tender Stage PUMA has spent more than two years on design. The Design, Construct & Maintenance responsibility gives PUMA a certain amount of latitude in how it carries out the project’’<ref>[''Boskalis, 2013''] '' Project Sheet Maasvlakte 2, The Netherlands. The largest dutch hydraulic engineering project since the Delta works.'' </ref>. This introduces a new way of management, which forces the contractor to rethink their strategy to make money during a project. Instead of focussing on implementing the contract aimed at a more short term aim, in order to pass the ‘test or check’ by a consultant, they have to provide a long term plan to ensure quality. By forcing the contractor into securing Long term quality instead of a short term quality check they will not only have to change there implementation method, but also the aspects on which they assess their project.		Collaborative Tendering is becoming a more common phenomenon in the Netherlands. Especially in the context of the new procurement laws from the EU that were implemented in 2013 <ref>[''European Commission, 2016''] ''Public procurement-Study on administrative capacity in the EU, The Netherlands Country Profile'' </ref>. Over the last decade, collaborative tendering has become increasingly popular due to the advantages it brings in large infrastructure projects. The first push however was the implementation of Design & Build (& Maintain) Contracts. The new contracts rely on the contractor to take more tasks, instead of having a third party check constantly if the works are being implemented properly, it is now up to the contractor to prove that they have fullfilled all project requirements. For example, with the Maasvlakte 2, the consortium PUMA recalls the following: ‘’During tender Stage PUMA has spent more than two years on design. The Design, Construct & Maintenance responsibility gives PUMA a certain amount of latitude in how it carries out the project’’<ref>[''Boskalis, 2013''] '' Project Sheet Maasvlakte 2, The Netherlands. The largest dutch hydraulic engineering project since the Delta works.'' </ref>. This introduces a new way of management, which forces the contractor to rethink their strategy to make money during a project. Instead of focussing on implementing the contract aimed at a more short term aim, in order to pass the ‘test or check’ by a consultant, they have to provide a long term plan to ensure quality. By forcing the contractor into securing Long term quality instead of a short term quality check they will not only have to change there implementation method, but also the aspects on which they assess their project.

Rick Kool: /* To Polder or not to Polder */

2017-10-02T21:38:04Z

To Polder or not to Polder

← Older revision		Revision as of 21:38, 2 October 2017
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	-Limitations		====Limitations====

	There are enough examples of collaborative tendering that show both sides of the story. Although there are different opinions in literature, in recent years the obvious advantages of partnerships in the tendering process have started to emerge. There are of course some limitations to this method. The main limitation being the collaborating parties. If there is not mutual trust, or if one of the parties seeks to take advantage of the other party to create a win-lose situation, the collaborative process will have little benefits. In this case it is very unlikely to exceed a project-based collaboration.		There are enough examples of collaborative tendering that show both sides of the story. Although there are different opinions in literature, in recent years the obvious advantages of partnerships in the tendering process have started to emerge. There are of course some limitations to this method. The main limitation being the collaborating parties. If there is not mutual trust, or if one of the parties seeks to take advantage of the other party to create a win-lose situation, the collaborative process will have little benefits. In this case it is very unlikely to exceed a project-based collaboration.

Rick Kool: /* To Polder or not to Polder */

2017-10-02T21:37:46Z

To Polder or not to Polder

← Older revision		Revision as of 21:37, 2 October 2017
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	In recent years projects have become more complex in order to meet the societal demands. Big infrastructural projects require such specific knowledge and skillsets that individual companies, whether consultancy or contractors, are finding it increasingly difficult to fullfill all the requested requirements. Therefore it is becoming a more common phenomenon that companies collaborate on writing tenders for projects. By doing so, sharing not only knowledge but also resources. This increased complexity in deliverables and increased demand on the resources of the contractor have been a incentive to collaborate on these projects. This mitigates the risk of having a high initial investment even though they are not being awarded the contract.		In recent years projects have become more complex in order to meet the societal demands. Big infrastructural projects require such specific knowledge and skillsets that individual companies, whether consultancy or contractors, are finding it increasingly difficult to fullfill all the requested requirements. Therefore it is becoming a more common phenomenon that companies collaborate on writing tenders for projects. By doing so, sharing not only knowledge but also resources. This increased complexity in deliverables and increased demand on the resources of the contractor have been a incentive to collaborate on these projects. This mitigates the risk of having a high initial investment even though they are not being awarded the contract.

	This article discussed some of the benefits of the Collaborative Tendering from a Project and Program perspective, while at the same time reflected on some of the pitfalls of these collaborations.		This article discussed some of the benefits of the Collaborative Tendering from a Project and Program perspective, while at the same time reflected on some of the pitfalls of these collaborations. Because companies have different areas of expertise, collaboration will not only be beneficial for the project, but will also encourage cross pollination between the companies in terms of knowledge. It also mitigates risks during the project. As resources are shared, the companies have reduced the amount of their resources on an individual project. In case something unforeseen happens during the project, they have to relocate or idle a smaller amount of their resources, therefore decreasing the costs risk. Due to the collaboration, good contact with the client and technically innovative designs while using DBFM contracts can help bidding companies achieve better quality bids, for less.


	~~-Advantages~~

	Because companies have different areas of expertise, collaboration will not only be beneficial for the project, but will also encourage cross pollination between the companies in terms of knowledge. It also mitigates risks during the project. As resources are shared, the companies have reduced the amount of their resources on an individual project. In case something unforeseen happens during the project, they have to relocate or idle a smaller amount of their resources, therefore decreasing the costs risk. Due to the collaboration, good contact with the client and technically innovative designs while using DBFM contracts can help bidding companies achieve better quality bids, for less.




	-Limitations		-Limitations

	There are enough examples of collaborative tendering on both sides of the story. Although there are different opinions in literature, in recent years the obvious advantages of partnerships in the tendering process have started to emerge. There are of course some limitations to this method. The main limitation being the collaborating parties. If there is not mutual trust, or if one of the parties seeks to take advantage of the other party to create a win-lose situation, the collaborative process will have little benefits. In this case it is very unlikely to exceed a project-based collaboration.		There are enough examples of collaborative tendering that show both sides of the story. Although there are different opinions in literature, in recent years the obvious advantages of partnerships in the tendering process have started to emerge. There are of course some limitations to this method. The main limitation being the collaborating parties. If there is not mutual trust, or if one of the parties seeks to take advantage of the other party to create a win-lose situation, the collaborative process will have little benefits. In this case it is very unlikely to exceed a project-based collaboration.

	Experience is important in these collaborations. In the Netherlands these collaborations are becoming an irreversible trend due to the possibilities they offer. When looking at the example of Ballast-Nedam, the consequences of not adjusting to these new types of collaborations can be devastating for the company. As illustrated by the case studies however, the collaborative tenders by the consortia, and DBFM contracts as a whole, are starting to deliver more consistent results in big infrastructural projects.		Experience is important in these collaborations. In the Netherlands these collaborations are becoming an irreversible trend due to the possibilities they offer for complex projects. When looking at the example of Ballast-Nedam, the consequences of not adjusting to these new types of collaborations can be devastating for the company. As illustrated by the case studies however, the collaborative tenders by the consortia, and DBFM contracts as a whole, are starting to deliver more consistent results in big infrastructural projects and most companies are adjusting accordingly.

	In order to make collaborative tendering work, it is therefore key that companies learn to work together and strive for a win-win situation, based on mutual trust, embedded and ensured by the experience of both parties in collaborating on these projects.		In order to make collaborative tendering work, it is therefore key that companies learn to work together and strive for a win-win situation, based on mutual trust, embedded and ensured by the experience of both parties in collaborating on these projects.

Rick Kool: /* To Polder or not to Polder */

2017-10-02T21:28:43Z

To Polder or not to Polder

← Older revision		Revision as of 21:28, 2 October 2017
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	In recent years projects have become more complex in order to meet the societal demands. Big infrastructural projects require such specific knowledge and skillsets that individual companies, whether consultancy or contractors, are finding it increasingly difficult to fullfill all the requested requirements. Therefore it is becoming a more common phenomenon that companies collaborate on writing tenders for projects. By doing so, sharing not only knowledge but also resources. This increased complexity in deliverables and increased demand on the resources of the contractor have been a incentive to collaborate on these projects. This mitigates the risk of having a high initial investment even though they are not being awarded the contract.		In recent years projects have become more complex in order to meet the societal demands. Big infrastructural projects require such specific knowledge and skillsets that individual companies, whether consultancy or contractors, are finding it increasingly difficult to fullfill all the requested requirements. Therefore it is becoming a more common phenomenon that companies collaborate on writing tenders for projects. By doing so, sharing not only knowledge but also resources. This increased complexity in deliverables and increased demand on the resources of the contractor have been a incentive to collaborate on these projects. This mitigates the risk of having a high initial investment even though they are not being awarded the contract.

	This article discussed some of the benefits of the Collaborative Tendering from a Project and Program perspective, while at the same time reflected on some of the pitfalls of these collaborations		This article discussed some of the benefits of the Collaborative Tendering from a Project and Program perspective, while at the same time reflected on some of the pitfalls of these collaborations.

Rick Kool: /* To Polder or not to Polder */

2017-10-02T21:26:12Z

To Polder or not to Polder

← Older revision		Revision as of 21:26, 2 October 2017
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	-Advantages		-Advantages

	Because companies have different areas of expertise, collaboration will not only be beneficial for the project, but will also encourage cross pollination between the companies in terms of knowledge. It also mitigates risks during the project. As resources are shared, the companies have reduced the amount of their resources on an individual project. In case something unforeseen happens during the project, they have to relocate or idle a smaller amount of their resources, therefore decreasing the costs risk.		Because companies have different areas of expertise, collaboration will not only be beneficial for the project, but will also encourage cross pollination between the companies in terms of knowledge. It also mitigates risks during the project. As resources are shared, the companies have reduced the amount of their resources on an individual project. In case something unforeseen happens during the project, they have to relocate or idle a smaller amount of their resources, therefore decreasing the costs risk. Due to the collaboration, good contact with the client and technically innovative designs while using DBFM contracts can help bidding companies achieve better quality bids, for less.




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	-Limitations		-Limitations

	There are enough examples of collaborative tendering on both sides of the story. Although there are different opinions in literature, in recent years the obvious advantages of partnerships in the tendering process have started to emerge. There are of course some limitations to this method. The main limitation being the collaborating parties. If there is not mutual trust, or if one of the parties seeks to take advantage of the other party to create a win-lose situation, the collaborative process will have little benefits. In this case it is very unlikely to exceed a project-based collaboration.		There are enough examples of collaborative tendering on both sides of the story. Although there are different opinions in literature, in recent years the obvious advantages of partnerships in the tendering process have started to emerge. There are of course some limitations to this method. The main limitation being the collaborating parties. If there is not mutual trust, or if one of the parties seeks to take advantage of the other party to create a win-lose situation, the collaborative process will have little benefits. In this case it is very unlikely to exceed a project-based collaboration.

	Experience is important in these collaborations. In the Netherlands these collaborations are becoming an irreversible trend. When looking at the example of Ballast-Nedam, the consequences for ~~this~~ company, ~~Ballast Nedam~~, are ~~so far reaching, that~~		Experience is important in these collaborations. In the Netherlands these collaborations are becoming an irreversible trend due to the possibilities they offer. When looking at the example of Ballast-Nedam, the consequences of not adjusting to these new types of collaborations can be devastating for the company. As illustrated by the case studies however, the collaborative tenders by the consortia, and DBFM contracts as a whole, are starting to deliver more consistent results in big infrastructural projects.

	It is therefore key that companies learn to work together and strive for a win-win situation, based on mutual trust, embedded and ensured by experience.		In order to make collaborative tendering work, it is therefore key that companies learn to work together and strive for a win-win situation, based on mutual trust, embedded and ensured by the experience of both parties in collaborating on these projects.

	==Annotated Bibliography==		==Annotated Bibliography==

Rick Kool: /* To Polder or not to Polder */

2017-10-02T21:17:21Z

To Polder or not to Polder

← Older revision		Revision as of 21:17, 2 October 2017
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	==To Polder or not to Polder==		==To Polder or not to Polder==

	In recent years projects have become more complex in order to meet the societal demands. Big infrastructural projects require such specific knowledge and skillsets that individual companies, whether consultancy or contractors, are finding it increasingly difficult to fullfill all the requested requirements. Therefore it is becoming a more common phenomenon that companies collaborate on writing tenders for projects. By doing so, sharing not only knowledge but also resources. This mitigates the risk of having a high initial investment even though they are not being awarded the contract.		In recent years projects have become more complex in order to meet the societal demands. Big infrastructural projects require such specific knowledge and skillsets that individual companies, whether consultancy or contractors, are finding it increasingly difficult to fullfill all the requested requirements. Therefore it is becoming a more common phenomenon that companies collaborate on writing tenders for projects. By doing so, sharing not only knowledge but also resources. This increased complexity in deliverables and increased demand on the resources of the contractor have been a incentive to collaborate on these projects. This mitigates the risk of having a high initial investment even though they are not being awarded the contract.

	This article discussed some of the benefits of the Collaborative Tendering from a Project and Program perspective, while at the same time reflected on some of the pitfalls of these collaborations		This article discussed some of the benefits of the Collaborative Tendering from a Project and Program perspective, while at the same time reflected on some of the pitfalls of these collaborations
Line 103:		Line 103:
	-Advantages		-Advantages

	~~By doing so, sharing not only knowledge but also resources. This mitigates the risk of having a high initial investment even though they are not being awarded the contract.~~ Because companies have different areas of expertise, collaboration will not only be beneficial for the project, but will also encourage cross pollination between the companies in terms of knowledge. It also mitigates risks during the project. As resources are shared, the companies have reduced the amount of their resources on an individual project. In case something unforeseen happens during the project, they have to relocate or idle a smaller amount of their resources, therefore decreasing the costs risk.		Because companies have different areas of expertise, collaboration will not only be beneficial for the project, but will also encourage cross pollination between the companies in terms of knowledge. It also mitigates risks during the project. As resources are shared, the companies have reduced the amount of their resources on an individual project. In case something unforeseen happens during the project, they have to relocate or idle a smaller amount of their resources, therefore decreasing the costs risk.


	-Limitations ~~!!!!~~



			-Limitations

	There are enough examples of collaborative tendering on both sides of the story. Although there are different opinions in literature, in recent years the obvious advantages of partnerships in the tendering process have started to emerge. There are of course some limitations to this method. The main limitation being the collaborating parties. If there is not mutual trust, or if one of the parties seeks to take advantage of the other party to create a win-lose situation, the collaborative process will have little benefits. In this case it is very unlikely to exceed a project-based collaboration.		There are enough examples of collaborative tendering on both sides of the story. Although there are different opinions in literature, in recent years the obvious advantages of partnerships in the tendering process have started to emerge. There are of course some limitations to this method. The main limitation being the collaborating parties. If there is not mutual trust, or if one of the parties seeks to take advantage of the other party to create a win-lose situation, the collaborative process will have little benefits. In this case it is very unlikely to exceed a project-based collaboration.

			Experience is important in these collaborations. In the Netherlands these collaborations are becoming an irreversible trend. When looking at the example of Ballast-Nedam, the consequences for this company, Ballast Nedam, are so far reaching, that

			It is therefore key that companies learn to work together and strive for a win-win situation, based on mutual trust, embedded and ensured by experience.

	==Annotated Bibliography==		==Annotated Bibliography==

Rick Kool: /* To Polder or not to Polder */

2017-10-02T21:11:35Z

To Polder or not to Polder

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 ==To Polder or not to Polder==
 In recent years projects have become more complex in order to meet the societal demands. Big infrastructural projects require such specific knowledge and skillsets that individual companies, whether consultancy or contractors, are finding it increasingly difficult to fullfill all the requested requirements. Therefore it is becoming a more common phenomenon that companies collaborate on writing tenders for projects. By doing so, sharing not only knowledge but also resources. This mitigates the risk of having a high initial investment even though they are not being awarded the contract.
 -Advantages
@@ Line 123: / Line 109: @@
 There are enough examples of collaborative tendering on both sides of the story. Although there are different opinions in literature, in recent years the obvious advantages of partnerships in the tendering process have started to emerge. There are of course some limitations to this method. The main limitation being the collaborating parties. If there is not mutual trust, or if one of the parties seeks to take advantage of the other party to create a win-lose situation, the collaborative process will have little benefits. In this case it is very unlikely to exceed a project-based collaboration.
 ==Annotated Bibliography==

Rick Kool: /* Annotated Bibliography */

2017-10-02T21:10:07Z

Annotated Bibliography

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	2. [ Hasanzadeh, Sogand Mohammad; Hosseinalipour, Mujtaba; Hafezi, Mohammad Reza; 2014 ] Collaborate procurement in construction projects performance measures, Case Study: Partnering in Iranian construction industry		2. [ Hasanzadeh, Sogand Mohammad; Hosseinalipour, Mujtaba; Hafezi, Mohammad Reza; 2014 ] Collaborate procurement in construction projects performance measures, Case Study: Partnering in Iranian construction industry

	This article described some of the problems in collaborative procurement in an effective usable way. In order to describe the usually associated problems this ~~was very usefull~~		This article described some of the problems in collaborative procurement in an effective usable way. In order to describe the usually associated problems this provided a helpfull overview.

	3. [BAM, 2015] Uitgekiend ontwerp zeesluis IJmuiden, http://www.bam.com/nl/blog/uitgekiend-ontwerp-zeesluis-ijmuiden		3. [BAM, 2015] Uitgekiend ontwerp zeesluis IJmuiden, http://www.bam.com/nl/blog/uitgekiend-ontwerp-zeesluis-ijmuiden