Construction Management: Tendering And Contract Essay


Discuss about the Construction Management for Tendering and Contract.


Tendering allows for the developer to select the best contractor for the individual needs and purposes of construction, while at the same time using the most cost effective service providers for the construction. This is because tendering invites a number of professionals to bid and the winner is selected based on the financial and technical capabilities of the applicants, allowing the developer to select the best contractor at the most cost effective manner. On the other hand, contracts refer to the legal binding agreement between the contractor and the developer to ensure that both parties get what they want from the partnership in the end, without any wrangles or complications. Using both tendering and contracting through the management based method will ensure that all the construction deliverables are met on time and in the best quality (Chan & Chan, 2014). Quickbuild is a construction company that uses both tendering and contracts to ensure that the needs of the developer are met due to its expertise in the construction industry. The company will have to obtain workers on contract to work on the expected times and also obtain subcontractors to do some construction works collaboratively with these workers through tendering.

Procurement Strategy/Management Plan

Since timeframe and quality considerations are the most important needs for the developer the best procurement strategy in this project will be the management based procurement strategy. The company has been involved in a number of projects showing its expertise in the management of workers and contractors. In addition, since only 137 weeks have been allocated to deliver quality construction, this method will allow for the management of tendered professional to participate in different kinds of the job so as to achieve the best quality of work in the shortest possible time. The management strategy will achieve this because different project teams can work collaboratively in the same project, allowing for different activities to be done in parallel and thus save on time (Hughes, 2012). The workers will have to be managed to work long hours both in the weekends and weekdays since the infrastructure around the site will be affected.

Delivery Method

This project will use the delivery method of a construction manager, who will obtain all the designs and concept form the developer, and then get involved in managing the different subcontractors and workers on the site for the sake of achieving good quality and timely completion of the project (Hughes, 2012). This is because the company is a construction company that has experiencing in different scopes of construction projects. This allows for the developer to be actively involved in the building process through the construction manager and allows the developer to have the deliverables ion a fixed financial and time plan.

The Contract and Subcontract Administration

The roles of management and administration of the contacts in the construction project will be the responsibility of the construction manager who is in charge of all the operations on the site. This will enable all information to flow in one channel, making it effective and independent of the situations of other contractors in the project site. In addition, it will simplify issues for the developer who will only communicate to the construction manager regarding all the activities in the construction site (Fisk & Reynolds, 2011). This will also facilitate a more effective management of workers and subcontractors as they all have one person to deal with irrespective of the situation of other contractors, allowing the quality and time constraints of the constructions to be achieved.


Chan, A., & Chan, A. P. (2014). Key Performance Indicators For Measuring Construction Success. Benchmark> An International Construction Jounal, 50-65.

Fisk, E., & Reynolds, R. (2011). Construction Projects Administration. New York: Pearson Higher Ed.

Hughes, W. (2012). Identifying the appropriate construction procurement methods. COnstruction Management Journal, 153-179.

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