I - 1 Cahyono Bintang Nurcahyo, ST, MT MANAJEMEN PENGADAAN & KONTRAK KONSTRUKSI

I - 2  Kontrak : perjanjian atau persetujuan antara dua pihak secara sukarela dan mengikatkan diri mereka masing- masing dalam persetujuan tersebut, yang dianggap sebagai ‘HUKUM’ yang harus ditaati dan dipenuhi (Nugraha,1986)

I - 3 Contract vs Procurement Each procurement needs contract. For long term project, contract is mostly used as procurement document (Purchase Order) For short time and repetitive projects, contract is made in general basis, while the purchase order will work in detail item (material and services) PMBOK Guide 2008

I - 4 A contract need: An offer Acceptance Consideration: value not only money Legal capacity: competent parties Legal purpose: not for illegal goods PMBOK Guide 2008

I - 5 Centralized/Decentralized Contract  Centralized: separate contracting office handles all contracts  Decentralized: contract administrator is assigned to each project CentralizedDecentralized Advantages Increase expertise in contracting Standardize practices Clearly defined career path Advantages Easier access to contracting expertise more loyalty to the project Disadvantages Difficult to gain access to contracting expertise One contracts person may work on many projects Disadvantages no home after project close difficult to maintain high level of contracting expertise duplication of expertise and inefficient use of resources Little standardization of contracting practices PMBOK Guide 2008

I - 6 PERENCANAAN KONTRAK KONSTRUKSI

I - 7 to procure  Funding Land acquisition Obtaining wayleaves Permissions Working unions The contract plans

I - 8 Outsourcing Options  Outsourcing of parts of a project and completed facility, may be with respect to: Finance Design Supply Management Construction (building) / fabrication / manufacturing Operation Maintenance “Owning” (over different franchise periods or indefinitely) ; leasing Combination of these

I - 9 Who finances ?Who designs ?Who manages ? Concessional methods Design and construction Management contracting Traditional Build-contract owner other Procurement Routes

I - 10 Contract at Construction O A/EC O C O CMC CONTRACT Build-Contract Design-Build Contract Design-Manage Contract Concession Method

I Build-Contract  Fixed Price Contract Lump Sum Unit-price  Prime Cost Contract Cost plus percentage Cost plus fixed fee Cost plus variable fee Target Estimate Guarantee max Convertible cost Time/Materials) Kontrak ini menitikberatkan kepada implementasi dari Rencana design proyek yang sudah ada. O A/EC

I - 12 Build Contract  Client  responsible for design  engagement with consulting engineer or architect  Main contractor  limited to construction, in accordance with design & specification  >1 contractors  coordinated by client

I - 13  Independent professional design and supervision  Each work packages will be tendered for on a basis which ensure the most competitive prices  Control over the project ; changes can be accommodated within the contractual procedure advantages Build Contract

I - 14  No competition for the design  The design will not be complete at tender stage  required specialist sub-contractor  The design will not incorporate any construction “know-how” from contractor  No sense will own the design by contractor  Discontinuity of supply chain  Lack of information channel to employer, if there are >1 dependent contractors Build Contract disadvantages

I Design-Build Contract  Turn-key Contract  Negotiated Contract Pihak kontraktor diminta mengajukan penawaran pekerjaannya, termasuk desain (rencana proyek) berdasarkan keahlian pemborongnya (package-deal) O A/EC

I - 16 Full Turnkey  A contract where the contractor undertakes the total responsibility for the Design Engineering Procurement Construction Commissioning & testing the works Training of the client’s staff

I - 17 Full Turnkey  Client’s responsibilities are limited to : Definition of client’s requirements Making the site available Monitoring progress of the work Payment Taking over when the project has past its guarantee test  Client only has to turn the key in order to commence production or other use of facility.

I - 18 Full Turnkey  ICE and JTC’s design & construct contract, or design & build contract  the design is often undertaken by contractor,  on the basis of a design concept, prepared by designers engaged by clients.

I - 19  Maximum responsibility in the hands of one organization ; minimize to employ employer’s resource or to engaged consultant.  Shortest possible period of time to completion  Design is a part of competitive tender  innovation & economies Full Turnkey advantages

I - 20  Synchronization of design, procurement, & construction  avoiding delays and diseconomies  Reduce to a minimal claims against the employer  out-turn cost should be very close to original contract price. Full Turnkey advantages

I - 21  Little opportunity for employer to correct any mistake in the choice of firm concerned.  Project size & complexity  little choice of firms to compete  Contract price is bound to reflect scale of risks, resources to employ, lack of competition  Contractor decision by economical factor, not by long-term quality, safety, reliability Full Turnkey disadvantages

I - 22 Partial Turnkey  Responsibilities are belong to : Employer Consultant Turnkey Contractor  Responsibilities proportion are subject to variations to suit the wishes of the parties.

I - 23 Partial Turnkey  Employer’s level of responsibility will increase than Full Turnkey : For the works itself For Coordination  Turnkey Contractor  responsible for “battery limits” works, i.e. the main process or production plant  Employer  limited to activities do not impact directly to production plan  ex. Landscaping, perimeter fencing & lighting, the office block, the gate-house

I - 24  = Full Turnkey  Employer have a opportunity to contracting separately (and probably more cheaply) for ancillary works, ex for smaller local firms Partial Turnkey advantages

I Design-Manage Contract  Project Management Contract  Construction Management Contract  Managing Contractor Pada kontrak jenis ini pihak pemilik menyerahkan pengelolaan proyek kepada organisasi /spesialis/ individu yang dikenal sebagai konsultan Manajemen. O CMC

I - 26 Management Contracting  Project Management  employer appoints a Professional Project Manager to action on client’s behalf in the management of the projects

I - 27  Construction Management Employer have direct contract with : Construction Manager  for management of construction  responsible for time & cost Consultant, architect, structural engineer Contractor  US  CM is the leader for management of design & construction  UK  Employer is the leader Management Contracting

I - 28  Managing Contractor Employer Management Contractor Work Contractor 1 Work Contractor 2 Contract Sub Contract Design, other consultant Management Contracting

I - 29  Time saving vs Traditional Contract  Valuable where time is short ; and it is necessary to start construction on Work Packages 1, prior to completion design of WP2 ; “leap-frog” design & construction while handling the change.  Saving in cost  Commercial attitude of CM, will engaged to WC Management Contracting advantages

I - 30  Risk of claims to employer from one WC by reason of the default by another WC.  Employer’s turn-out cost at the start is undefined  he will expect that the budget from MC should be reasonably accurate. Management Contracting disadvantages

I Concession Method  Including finance  BOOT, BO, BOT, BOO (build, own, operate, transfer)  BOLT, BLO (build, operate, lease, transfer)

I - 32 Memilih kontrak  Hal-hal yang perlu dipertimbangkan sebelum menentukan jenis kontrak: Lengkap atau tidaknya definisi lingkup kerja (Scope). Insentif (Reward & Punishing). Eskalasi (Inflasi). Kurun waktu pelaksanaan proyek (Multiyears project) Sifat proyek (unik & spesific).

I - 33 Decision Criteria  Method of funding  Project size, Complexity, and Client’s resources  Time for Completion  Economy of design & Maintenance/Operating Cost  Certainty of Out-turn cost.

I - 34 Summary  Preparation of contract plan is an essential step in the execution of any project, no matter how simple.  There is no single perfect answer. Each plan represent a trade-off between conflict interest : i.e. Shorter time VS lower capital cost

I - 35 Latihan Soal  Apakah yang dimaksud dengan kontrak?  Sebutkan dan jelaskan jenis-jenis kontrak konstruksi!  Kontrak jenis apakah yang sebaiknya dipergunakan untuk proyek yang volume pekerjaannya sulit diprediksi? Seperti pembuatan tanggul ‘Lumpur Sidoarjo’? Jelaskan argumentasi Anda!

I - 36 Reference Carmichael, David G Contracts and International Project Management. Rotterdam : A.A. Balkema Marsh, Peter D.V Contracting for Engineering and Construction Projects. Burlington : Gower Publishing Company. Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK® Guide) 2008 Edition. Pennsylvania : Project Management Institute, Inc.