Abstract
Lowering cost and gaining a competitive advantage are prerequisite in the changing business environment. Partnering is one approach to reduce cost and minimize conflict in the construction industry. It is an increasingly popular management tool aimed at reversing the negative effects of adversarial relationships in construction. In this article the concept of partnering is defined from various points of view. The key elements that contribute to the success of the concept are discussed. The guidelines to be followed for the establishment of partnering between organizations are stated. Some of the barriers to the growth of partnering are stated. A conceptual model of partnering is explained. Some of the more important benefits accruing from this relationship like effective project control, cost control, and improved public relations are discussed. A comparison of two major strategies of change, (viz. TQM and partnering) is done concluding that the two strategies are complementary to each other. Finally surveys comparing the performance of partnered and non-partnered projects are studied, showing clearly that partnering is indeed the way for organizations to work in the future.
| Original language | English |
|---|---|
| Pages | 32-37 |
| Number of pages | 6 |
| Volume | 43 |
| No | 4 |
| Specialist publication | Cost Engineering (Morgantown, West Virginia) |
| State | Published - Apr 2001 |
Keywords
- Cost control
- Partnering
- Project control
- Total quality management
ASJC Scopus subject areas
- Industrial and Manufacturing Engineering
