dc.description.abstract | Turnkey contracting offers a unique opportunity for project delivery success, by combining design and construction within the same project team. The elimination of interfaces between design and construction allows construction professionals to communicate freely, away from man-made gridlocks along the progression of a project. On the other hand, turnkey contracting is rather shunned upon by public work owners, because the tendering process is susceptible to outside scrutiny, and contract administration requires more discretion on the part of the owner.
Although the introduction of turnkey contracting to public works has endured more than three decades, and the Government Procurement Law has formally announced its use since 1998, the prevalence of turnkey contracting is still limited to academic research, rather than in the industry. In the few turnkey cases, the administration of turnkey contract still withstands substantial inefficiency. The aim of this research is to investigate the modes of inefficiency and the cause for such inefficiencies, and to present a set of solutions to improve the current stagnation.
Thru wide scope interviews, this research has identified six areas of inefficiency in turnkey contract administration, including contract interpretation, review/approval procedure, passiveness of public officials, government agency culture, confusing role of owner representative, and the lack of incentive system. This research also concludes a number of recommendations to existing regulation and government contract forms, in order to improve or alleviate the current inefficient status of turnkey contracting. The contribution of this research is to offer future participants in turnkey contracting, including both the owner and the contractor, to take positive steps in administering contract procedures, so that the fruition of turnkey partnering spirit may be expected. | en_US |