demand
for more complicated systems and details had increased. Drawings
and design input were standard requirements for most jobs, and
better workmanship and improved supervision were demanded by Building
Regulations and new high-tech roofs. Joe realised that if he was to continue
he would need to take a slice of this market, because there were fewer
simple big sheds to clad. There shouldn't be a problem, he thought, one
system is much the same as another. He didn't have a drawing office as
such, but his mate's son had just finished a CAD course at college -
he would soon pick up the finer points of the business.
Joe did most of the estimating, so there was no problem there. His two
supervisors had been with him from the start, having also worked on the
tools, and were capable of running the jobs he had being doing.
So Joe dipped his toe into the market sensibly by carrying out a few small
low-key projects, which went pretty well. Seeing the benefit, he sought
bigger and more lucrative jobs.
Hitting the big time
Eventually Joe won a large contract for a sports hall and swimming pool
with high specification acoustic lining, aluminium bull noses, curved
sheets etc.
The main contractor was new to him but it seemed ok, although he did
have to drop 5% to get the job. The specification was complex but Joe
was fairly confident that he had picked up everything. The contract documents
were not standard - a bit weighty - but the friendly surveyor assured
him, so Joe signed and returned them.
Joe went along to the pre-start meeting to arrange for scaffolding and
access arrangements with the site manager, who informed him that they
were laying drains down one side of the building, and there were power
cables crossing the roof at one end. Joe had assumed, but not confirmed,
that free access would be available all around the building. That meant
that specialist scaffolding and huge crane had to be provided by Joe,
which he had not allowed for in his quotation. Furthermore, the job would
take much longer than had been allowed for, so labour cost would also
be higher. Joe could see no options other than to talk to his friendly
surveyor to hopefully agree for extra time and payment. However the surveyor
he had been dealing with had moved on, and his replacement was adamant
that the terms of the contract would apply and that there was no extra
money or time. Joe had little option that to bite the bullet and accept
this. After all he did have a reasonable margin built in, and he could,
with a little luck, absorb these costs.
The job was due to start in May and finish in September. Joe's new draughtsman
was working on the drawing, and materials were ordered accordingly. However,
the special colours required by the project could not be made until June,
as bulk orders had not been placed in sufficient time - Joe had not previously
checked with the manufacturer. At this point Joe was having kittens as
he could see the liquidated and ascertained damaged (LAD) of £25k/week
looming. After much anguish and begging (not to mention the offer of
a financial incentive) he managed to persuade an alternative manufacturer
to deliver the materials when required - only to learn a week before
delivery that the start date had been delayed by three months, due to
a problem with the steelwork design.
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