https://doi.org/10.24928/2020/0026

Target Value Delivery in Bid Process

Muktari Musa¹ & Christine Pasquire²

¹PhD, School of Architecture, Design and the Built Environment, Nottingham Trent University, +2348037875017, [email protected], orcid.org/0000-0002-9650-3125
²Professor, School of Architecture, Design and the Built Environment, Nottingham Trent University, [email protected], orcid.org /0000-0001-6344-2031

Abstract

The use of the traditional tendering procedure is predominant in the construction industry; although it is ill-equipped for the current complex and dynamic nature of the industry. Various Lean construction scholars have noted that while construction clients are demanding for more complex and dynamic projects, there is a need to transform the traditional tendering procedure which focuses on the lowest cost for the selection of contractors, while neglecting their technical and management qualifications to one that focuses on needs and requirement of the project. Collaborative approaches like Target Value Design (TVD) can be incorporated in the tendering procedure to ensure that the project needs are met. The case study method was used to demonstrate how TVD principles were used to make competing companies collaborate and contribute during the pre-tender selection process in the traditional tendering procedure to improve project outcomes. Semi-structured interviews were conducted with 17 professionals who participated in 2 case study projects. The study provides empirical data showing that the incorporation of TVD mitigates the reported challenges of the traditional tendering process. Cost reduction/certainty, reduction of waste/rework/variation, stakeholders’ satisfaction, accurate cost specifications, early involvement of stakeholders, tenderer’s competency and identification of problems were some of the benefits identified.

Keywords

Lean construction, Competitive tendering, collaborative design and Target value delivery.

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Reference

Musa, M. & Pasquire, C. 2020. Target Value Delivery in Bid Process, Proc. 28th Annual Conference of the International Group for Lean Construction (IGLC) , 709-720. doi.org/10.24928/2020/0026

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