Strategic Partnering within the UK Construction Industry

Firstly I would like to thank my mother, Madonna Barr, who through everything has always provided me with encouragement, love and support.
Secondly I would like to thank my family. Firstly my partner Michael Mc Grotty, whose continuous support has made me realize my potential and with that the person I am. Secondly my two darling kids, Dylan and Caitlin, for putting up with me being tired after many late nights working on this.
Thirdly I would like to thank, Chris Ajala and Simon Weir for taking the time to answer my questionnaires and meet up with me, on many occasions, to discuss partnering.
Last but certainly not least, i would like to thank The School Of The Built Environmant, at Leeds Metropolitan University for their never ending encouragement and support, namely Dr Dave Roberts, Ellen Glover, Chris Gorse and Dave Pearse.
I, Aisling Barr, declare that this work is my own and has been adequately referenced in accordance with the Harvard Referencing System.
Signed. ………………………………………………….
Contents Page
Abstract i
Acknowledgement ii
Declaration iii
List of Figures iv
Chapter 1
Introduction 9-13
Chapter II
Executive summary 14-15
Chapter I
The Partnerships
The partnerships: the concept 18
Disadvantages 20
High performance production systems 20
Partnering and the production in the construction industry 21
The concept of partnering 22
Defining partnerships in construction 22
Management 22
Behavioral patterns 23
Factors for the…
The concept of partnering, according to Broome (2002) was first generalized as being developed in the construction industry in Japan in the 1980’s, and with that the application of total quality management and lean manufacturing concepts, where taken from manufacturing industries there. Furthermore Broome (2002) states, “The motivation for partnering and its popularization came from the USA”.
Winch (2002) says that partnering in the UK came about due to the failure of traditional procurement methods ability to meet with client demands and with that the achievement of project objectives. Sir Michael Latham’s report, (Constructing the Team, 1994) commissioned by the government and industry, recognized the need for a solution to the on-going problems within the construction industry. It explained the aspects of partnering and suggested that it would bring significant benefits to all parties.
As partnering is not specific to the construction industry, there are many definitions. According to Telford (2002), partnering has been explained as:
“A relationship between purchasers and providers of goods and services throughout the supply chain. The relationship is designed to achieve specific business objectives by maximizing the effectiveness of each participant’s resource. The relationship is based on mutual objectives, an agreed method of problem resolution and an active search for continuous measurable improvements.” A Partnering definition from the Construction Industry Institute, 1989 states: