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Michael Davison's avatar

What you fail to take into consideration a key block to cost effective construction - it is that the whole construction market in the UK is designed to increase cost - the “main” contractor subcontracts out each and every element, the award of contract is based on price - with scant regard for the ability of the subbie to complete the works - this leads to increased costs rectifying low quality workmanship. The days when a company employed its own workforce are long gone, it is only the SME’s that do this today, the company has no interest in the myriad of works that go into the whole - it is price and price alone. The contracts they sign are never fixed price, they are linked to material price index’s, so whilst the price they secure the project at may appear unrealistic, it is never what they end up getting paid which is always higher due to unforeseen price increases - meanwhile the subbies are contracted to complete works on a fixed price - in many cases these subbies fail, and replacements are appointed, does the main contractor care, no, the “failed” subbie does not get paid for the works done - more cash to the main contractor.

If you want to get a major project built, on time, to spec, then you need a fixed, unmovable price to be agreed, the contractor then knows that the days of padding increases are over and they are on the hook for delays. This will encourage direct employment of trades, bringing both security to tradesmen and an uplift in work quality. Failing that, only employ German, Norwegian or French companies from start to finish - they at least have the experience and direct employed workforce to get the job done - on time, on budget.

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movingturtle's avatar

In addition to the failures around procurement relating to subcontracting is the practice of tendering work piecemeal; HS2 being a case in point. The work was tendered in 3 parts, with different companies winning the tender to deliver separate legs. This meant that delivery couldn't proceed as in France, for example, where standard practice is to build the line from both ends simultaneously, meeting in the middle. This permits moving heavy machinery and plant around on the newly laid track, obviating the need for expensive and destructive construction of access roads, which are a major cost driver on HS2.

It also increases risk and difficulty in the areas where the different segments must be joined up, as the various contractors need to coordinate between themselves to ensure alignment.

[edit to add]

Procurement failures are a major driver of cost for UK infrastructure projects and the Civil Service is extremely poor at it. This is primarily because the current wage structures do not allow them to hire people with the engineering or legal expertise to procure complex technical proects and negotiate contract effectively.

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