Professional Documents
Culture Documents
Arrigo Gaetano
Rinaldi Alessandro
Turner Construction Company
Contracts were:
• Lump-sum: an owner’s architect completed plans and specifications and then
contractors bid on the project; the contractors competed primarly on price, and their
incentive was to meet specifications at minimal cost because their remunerations was
the lump-sum price minus their final cost of materials and construction.
• Negotiated: contractor and owner worked together from the planning stage,
negotiating specifications, cost estimates, a guaranteed maximum price, and the
contractor’s fee.
Construction services
Turner perfomed most of its work through negotiated fee contracts where it
acted as both General Contractor and Construction Manager
‘’Our business is a combination of consulting and underwriting: we buy risk and sell
predictability’’
‘’ We manage all the project’s details for the owner and, because we’re involved early,
we can guarantee a price earlier than the lump-sum bidder. Thus, the owner can
begin arranging financing earlier and construction (and occupancy) can begin sooner.
TIME IS MONEY IN CONSTRUCTION’’
Turner’s senior
vice president
Major Markets and buyers
Commercial
Hotel/residential
2. To meet with the decision makers (architect or owner); at this meeting, the
territory’s business development manager sought information about both the
specifications and the people involved in a project
5. Ivolved pricing, where lump-sum versus a negotiated fee contract was often a key
issue
The Project Selection
Selecting a project meant judging future demand and potential opportunity costs:
2. The job’s size: bigger can be better, but large projects take years and carry risks
concerning the availability and perfomance of subs during that time
3. The owner: some developers will chisel away your margin, and some existing
relationships take precedence over the other criteria mentioned
4. Required staffing
Local knowledge is
fundamental
Key words: Executive manager have to manage the owner proprerly with daily meetings
Home office
Home office in charge for executive selling and for estimating/purchasing for large projects
Turner Corp.
Northest region
New York (1902), Boston (1910), Philadelphia (1920), Pittsburgh (1975)
Southeast region
Washimgton, D.C.(1978), Miami 1980
Central region
Chicago (1948), Cincinnati (1955), Cleveland (1965), Columbus (1965), Houston (1972), Detroit (1975)
Western region
Los Angeles (1964), Denver (1976), San Francisco (1972), Seattle (1978
Organization
Turner Territory Organization
Territory general
manager
Terrotory operations
manager
Safety
Cost and project
control
Equal employment
Financing
opportunity
Special project
Purchasing
division
Estimating scheduling
Project Executive
Estimating
Purchasing
Project
Project engineer
superintendent Cost engineer Project accountant
Assistant engineer
Assistant superintendent
Organization
Organization
Territory GMs had been with Turner for 20 to 25 years with experience in estimating,
purchasing and project management
GMs and VPs were measured on annual sales and earning goals
Recent developments
Kupfer became executive VP in May 1983, previously he held the position of
International Industries’ president and senior VP for eastern region.
He was responsible for corporate marketing and sale, contract administration, and
strategic planning
Product specialization
National accounts
Product specialization
Hospital market:
«The core of precostruction service’s Parks is software that provides a fancy checklist of
cost and design estimates»
Some GMs welcomed these groups, wile others considered their involment redundant.
What do you thing about this new function at the corporate level of Turner?
National accounts
Various factors had increased the national scope of construction work
Turner had not previously worked with this owner but it had worked with DA
(Design Associates) for 30 years.
Turner had not built an hospital in territory A in the last decade and had not worked
with HFG
Kupfer believed the hospital market would be increasingly important and that the
commercial-building market, while currently strong, was vulnerable to overcapacity
in the near future.
Today’s Decisions
Call from business development manager of Territory B