Turnkey Project Research Articles

Market entry strategies to emerging markets: A conceptual model of turnkey project development

The main purpose of the paper is to analyse the international market entry strategies in the light of globalisation processes and to propose a conceptual model of turnkey projects as market entry mode. The specific research objectives are as follows: 1. to develop an integrated framework of the turnkey marketing process as a conceptual model; 2. to analyse BRICS countries as potential host countries for turnkey projects implementation; 3. to assess potential implications of proposed conceptual model for global market entry decisions.

Development and implementation of information project management system in building companies

The article is devoted to research of a problematic field of management of complicated investment-building projects in project-oriented building companies. In the article are studied key issues that happen to Main Contractor organizations on the stages of preparation and realization of projects, and also possible technical realization of main goals, using applied specific program solutions on the base of modern information technologies. Were studied the possibilities to apply modern information project management systems to different types of the projects, that make a significant part of corporate project management system. On the example of the turn-key hotel building project were shown the results of development and implementation of additional and specific program modules on the base of project management information systems in investment-building projects. Suggested decisions made it possible to automatize the process of transition from commercial proposal development stage to detailed project planning. In its turn, the adoption of functional of existing program products to requirements of building industry peculiarities and unique demands of certain building company made it possible to extend the application of project management information systems and to improve their effectiveness.

The Cable Contract

The case deals with an ethical dilemma of an entrepreneur. Chandran, a qualified contractor, had secured an electrical contract from a premier government organization. It was a turnkey project to be executed in a given period of time. In the process of work, he comes across major problems. He could not abandon the project or compromise on his moral values. He wanted a way out to salvage this project that was slowly slipping from his control. This case examines the ethical issues that confront small businesses, employees, suppliers and key stakeholders of every organization and explores the mindset of participants, their personal values and their decision making rationale. The participants get an opportunity to identify with the difficult choices a business situation may throw when ethical mindset clashes with the decision making process.

Study on the knowledge level of farmers on tomato cultivation under precision farming

The study was conducted in Krishnagiri districts where Tamil Nadu Precision Farming Project Tamil Nadu state sponsored turnkey project implemented by Tamil Nadu Agricultural University in 400 ha to train the farmers in precision farming for a period of three years (2004-2007). Krishnagiri district was purposively selected and a Sample of 110 precision farming beneficiaries were considered for the study. The salient findings of the study were, majority of the tomato farmers had medium to high level of knowledge on practicing precision farming technologies in tomato cultivation. Hundred per cent of the respondents had knowledge about use of drip irrigation and fertigation system in tomato cultivation under precision farming, more than ninety per cent of the respondents had knowledge on staking practice, use of portrays for nursery preparation, appropriate spacing and use of optimum seed rate. It was also observed that the knowledge was minimum in adopting yellow sticky trap and growth promoters.

Factors Causing Design Schedule Delays in Turnkey Projects in Taiwan: An Empirical Study of Power Distribution Substation Projects

Because of its benefits, the turnkey project delivery method has received much global attention; however, turnkey contractors often have difficulty completing projects within the contract schedule. Through case studies, expert interviews, questionnaire surveys, and statistical data analysis, this study revealed that, of 27 delay factors that affect design schedules in power distribution substation projects, the most common delay factors are “public contending or political involvement” and “tedious review processes of government agencies.” Furthermore, the study proposes assorted strategies from the perspectives of the owner, turnkey contractor, and designer that can be used to help prevent delays in similar turnkey projects.

Risk Prevention and Control Measures in Highway Design and Construction Turnkey Project

In order to ensure the highway design and construction turnkey project smooth implementation, it is necessary to proactively consider risks produced by highway design and construction turnkey model, and to input specific risk prevention and corresponding risk control measures. This paper firstly discusses risk control measures for highway design and construction turnkey model. Then, risk is reasonably contributed both the owners and general contractors. The risk range has also be defined between the owner and general contractor. In the ending of this article, there are some recommendations about risk prevention and control measures for highway design and construction turnkey project.

Risk Prevention and Control Measures in Highway Design and Construction Turnkey Project

In order to ensure the highway design and construction turnkey project smooth implementation, it is necessary to proactively consider risks produced by highway design and construction turnkey model, and to input specific risk prevention and corresponding risk control measures. This paper firstly discusses risk control measures for highway design and construction turnkey model. Then, risk is reasonably contributed both the owners and general contractors. The risk range has also be defined between the owner and general contractor. In the ending of this article, there are some recommendations about risk prevention and control measures for highway design and construction turnkey project.

Status of Economics Analysis by LCC in Turn-Key Project : Focus on Landscape Architecture

Status of Economics Analysis by LCC in Turn-Key Project : Focus on Landscape Architecture

턴키.대안입찰 설계심의 및 평가제도의 개선방안

2004년 1월부터 2009년 12월까지 국내 턴키 대안입찰의 적격자 선정방식은 통합설계심의방식에서 기술위원회와 평가위원회를 이원화한 공개토론방식을 도입 운영하여 왔으나, 제도 운영상에서 나타난 문제점을 개선하기 위하여 정부는 2010년 현재 설계심의분과위원회를 크게 중앙, 지방, 특별 설계자문위원회의 분과위원으로 구성하여 운영하고 있다. 그러나 평가과정의 객관성 및 적정성 확보, 대형건설업체의 수주편중현상 그리고 과다경쟁 등이 여전히 문제점으로 제시되고 있다. 이에 이 연구는 일괄 대안입찰공사 설계심의 및 평가에 대한 투명성과 공정성을 제고하고 업무담당자의 심의 평가업무를 효율적으로 운영할 수 있도록 하였다. 또한 기존 공개토론방식의 턴키 대안입찰제도가 건설산업에 미치는 영향, 심의 운영제도, 설계심의 개선사항 및 운영상의 문제점을 분석하여 개선 보완하여 제시하였다. Turnkey and alternative-design contracts was introduced operation in the country from january 2004 to February 2010. this was introduced operation. The selecting method of contractor for turnkey projects has being operated by an open forum type that consists of technical committee and appraisal committee in an integrated design approach deliberations. But to improve the operation of the problems, the government is operating design review committee consisting of the central, local and special design advisory committee in march 2010. But this system has also been suggested as still problems, too many contracts by large companies, increasing of design cost and excessive competition. This study is intended to contribute that turnkey and alternative-design contracts can be well operated in domestic construction markets. In this paper suggests some improvement methods and operational problems caused from application of an open forum type for selecting contractor of turnkey project.

On the Sharply Curved Shield Tunneling for 345kV Power Cables in Taiwan

Due to the rapid development of the Taiwanese economy, quality of life is continually improving. Installing extra-high voltage cables in underground tunnels to meet the increased electricity needs of urbanization and modernization is the current trend. In recent years, shield tunneling has become the main underground tunneling method for metropolitan areas because it is safe, avoids the need for ground excavation, does not affect ground transportation, does not hinder the flow of groundwater, and has a low environmental impact. This paper used the Taiwan Power Company’s “Fenglin 2nd Road Shield Tunnel Turn-Key Project of the 345kV Underground Cable Route Connecting Gaogang, Wujia, and Kaohsiung” as a case study site. It has geological properties as high water table, sandy soil, and gravel formations. This paper also introduced the construction experiences of this project, including considering the work safety of launching vertical shaft excavation, designing a divergent shaft to place directly above the shield tunnel, constructing a large-diameter, sharp-curved shield tunnel, revising the project’s management items and procedures, and pipejacking a connection adit.

Fives Solios Experience in Modern Secondary Aluminium Casthouse Construction

In early 2006, Fives Solios, namely Solios Thermal, was selected as a key cast house supplier by a major aluminium producer for a new 130,000te/yr re-melting facility. The project scope included not only the supply of modern melting and holding furnaces plus ancillary equipment, but also pre-heating furnaces, an air pollution control system, basic cast house engineering, cooling water schemes and complete turnkey project management. This project presented particular technical and logistical challenges and was required to meet exacting European environmental / efficiency standards for all major contractors involved. The facility was commissioned in March 2008 and the first production was on schedule. This paper will discuss the challenges that the Solios Thermal project team had to overcome, from layout of equipment to conclusion of the project; also how good communication and close collaboration between the customer and all major subcontractors resulted in a successfully implemented plant.

Purchasing strategies and value creation in industrial turnkey projects

This paper evaluates how turnkey project deliveries create value for their customers and how the purchasing strategy of the buyer affects value creation. Literature focusing on the distinguishing characteristics of turnkey projects and the different strategies available for purchasing them is reviewed. The concept of customer value is opened up and divided into value elements, benefits and sacrifices, which jointly determine the extent of value realized for the customer. Value elements discussed in existing literature are categorized and contrasted to empirical findings of a case study conducted in the Finnish marine industry. According to our findings, several short-term and long-term value elements are emphasized in the delivery of complex and bespoke turnkey projects for industrial customers. Further, the selection of the purchasing strategy affects the creation of value for the buyer. More specifically, competitive tendering-based strategies emphasize short-term value creation while purchasing strategies relying on a close interorganizational relationship between the buyer and the seller emphasize long-term value creation. Our findings illustrate that if the project marketing process of the seller and the purchasing strategy of the buyer are well aligned, value creation can be further facilitated.

Contract for NYC Treatment Plant Worth More Than $1 Billion

This article announces that the global construction firm Skanska, in a joint venture with Tully Construction Company of Flushing, New York, has been selected to construct the $1.3 billion Croton Water Filtration Plant for the New York City Department of Environmental Protection. The plant, which will supply portions of the City of New York with drinking water, will be located at the Mosholu Golf Course in Van Cortlandt Park in the Bronx and will have a capacity of 1.2 million m3/d. Skanska, headquartered in Stockholm, Sweden, is responsible for both the construction and installation work on the turnkey project, along with the startup and commissioning of the plant.

AFFORDABILITY OF LOW INCOME HOUSING IN PUMWANI, NAIROBI, KENYA

Since 1987, in Kenya, through the National Housing Corporation (NHC), an arm of the central government that delivers affordable houses, the local government embarked on the redevelopment of Pumwani the oldest surviving affordable low income housing in Nairobi. Pumwani was started in 1923 and it targeted early African immigrants to Nairobi. Currently, the old Pumwani is home to some of the city’s poorest dwellers majorities who depend on the informal sector for an income. Redevelopment was targeted at housing all the genuine dwellers. Instead delivery ended up with house types that were at first rejected by the beneficiaries. Although the new housing was slightly of an improved physical and spatial quality it was unaffordable. Beneficiaries were required to pay an average monthly rent of US$157 for up to eighteen years towards purchase of the new house. In the beginning, some of them had declined to take position of the newly built houses. To raise the basic rent majorities of those who have since moved in have opted to rent out some of the space. To date there is still standoff with some of the houses still unoccupied. Except during the period of social survey when the beneficiaries were brought in to supply the necessary information, the entire construction process was undertaken by NHC under a turnkey project. Among other factors the construction process was at fault for it raised the costs. Also, some of the basic housing needs were not effectively looked into. There was a housing mismatch.

OmniLink

Potomac and Rappahannock Transportation Commission's OmniLink is an intelligent transportation system (ITS) assisted, hybrid public transportation service that permits flexible routing combined with the time points of conventional fixed-route services. OmniLink promotes mainstreaming of a significant portion of the disabled population eligible for paratransit under the Americans with Disabilities Act (ADA) while reducing the cost of accommodating these passengers. State-of-the-art ITS technology is used to accommodate passenger requests for off-route trips (route deviations). It gives an accept or reject decision to call-takers while the caller is on the phone; schedules all pickups and drop-offs; provides dispatcher oversight; conveys on-time performance and communicates all other relevant information between drivers and the control center; and incorporates passenger counting, navigation assistance to the operator, vehicle inspection documentation, and other utilities. The ITS package includes full post-processing capability to support service analysis and optimization. Initial service began in 1995, but full ITS functionality was achieved only in 2003 after the second procurement attempt. The identified monetary benefits exceed monetary costs by a wide margin. This success can be attributed to more mature technologies, a turnkey project contract model, and refined, firm specifications based on both practical and academic experience. ITS configurations similar to OmniLink's have the potential to solve several common bus transportation problems in lower-demand areas. Examples of benefits include forgoing or reducing ADA paratransit costs, substituting for large buses at night, serving pedestrian-unfriendly streets, and probing for demand in previously unserved areas.

Metso to supply fluid bed dryer to Chilean mine

Metso Minerals will deliver a fluid bed dryer as a turn key project to Codelco, the Chilean national mining company. This is a short news story only. Visit www.filtsep.com for the latest filtration industry news

NORTH KOREA MOVING FROM ISOLATION TO AN OPEN MARKET ECONOMY: IS IT TIME TO INVEST OR TO CONTINUE OBSERVING?

After a half century in seclusion from the Western world, North Korea is in slow transition to an open market economy. This change presents oppor‐tunities to multinationals in the. Korean peninsula, the U.S. and elsewhere, but creates a dilemma for their government policymakers. North Korea is improving regional stability and has an affordable labor force that is attractive to contract manufacturers, retail goods importers, and large turnkey project contractors. The country holds a promising market, possesses abundant undeveloped natural resources, and offers a strategic location for transportation savings. The study stresses the significance of North Korea in the global marketplace.

Relationships and project marketing success

Project operations are a dominating mode of international business. Managing relationships and networks is crucial to project marketing success both at the level of the individual project and at the level of multiple projects. This article first defines key characteristics of project business, identifies potentially relevant actors in the project marketing milieu, and emphasizes the importance of constantly nurturing project business relationships, also in “sleeping relationship” periods where concrete projects are not expected. Thereafter the points made are illustrated with a Finnish‐Chinese turnkey project case at the level of the individual project and a Danish‐German professional service project case at the level of multiple projects. It is concluded that project managers and marketers should focus their attention on the management of project relationships before, during, and after projects, as well as on relevant environmental factors in the project marketing milieu, instead of using resources on sporadic or last minute running after potential projects.

The importance of a common project management method in the corporate environment

Like so many other major companies in the world today, Ericsson runs most of its product development operations as projects. The increasing complexity of telecommunication solutions often requires that many technologies are brought together in one turnkey project, such as telephone switching, mobile radio networks, DECT radio Access and others. Competence centres within Ericsson, spread out over many countries need to work together in‘cross functional’ projects.While the advantage of the project concept is obvious, carrying out projects in which various Ericsson companies participate, in different countries, can prove to be a very complex undertaking. Many such projects are running simultaneously and often compete for resources and priority with ever increasing time constraints. In order to succeed we need a common methodology for managing projects.This methodology must provide Ericsson with a shared view on how we allocate scarce (human) resources, the roles that need to be played by all those involved in the project and the supporting line functions, the criteria to be used for decisions to be taken inside the project and in relation to other projects, and many more issues that require a common view. A shared view on project management is also a prerequisite for handling conflicts within an organization in which the project, as a working form, is predominant. Various Ericsson companies and units have achieved different degrees of maturity in their management of projects. This combined experience has produced a methodology called ‘PROPS’ that Ericsson uses today. The widespread use of PROPS has given Ericsson a common terminology and common perspective of projects. This contributes to shorter lead‐time, time to market and time to customer. In this article is explained some of the PROPS features and how PROPS is applied.

Environmental project management using fast‐track methods to save time and money

AbstractIn 1992, Eaton Corporation, a major manufacturer of vehicle components and electrical and electronic controls, implemented a fast‐track remediation method to expedite the installation of a groundwater recovery and treatment system to contain and mitigate a chlorinated solvent plume at an industrial site. This dual‐track method included fast‐track and turnkey project management techniques. Our goal was to expedite the containment and removal of identified contamination, which would protect the environment, minimize future liability, and significantly reduce remediation time and costs. This goal was in the best interests of all concerned—Eaton, the community, and the state regulatory agency. This strategy took the project from dual‐track concept approval by the regulatory agency to remediation system installation and start‐up in less than eight months, cutting over two years from the standard Remediation Investigation/Feasibility Study (RI/FS) approach, with consequent earlier contaminant containment. Total remediation costs were half of what they would have been under the standard RI/FS procedure for this site.