Chapter 4 – Construction Contracts 1. Name and briefly describe each of the two basic types of competitively bid construction contracts. Which type would be most likely used for building the piers to support a large suspension bridge. Why? Two basic types of competitively bid construction contracts are lump-sum and the unit-price contract. The lump-sum contract is when the contractor agrees to complete all work for a pre-determined price including profit and the contract. The unit-price contract
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.....3 1.2. What Must Be Included with Bid .......................................................................................................3 1.3. Schedule of Bid Period Activities.......................................................................................................3 1.4. Location of Work ................................................................................................................................3 1.5. Pre-Bid Meeting.................................
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and electrical contractors had to be licensed by the state of California. Often‚ electrical contractors were called to a job by a general contractor who had over- all responsibility for constructing a building or remodeling it. But they could also bid on projects independently‚ especially in the public sector. By May 2006‚ John and Jean had successfully grown J&J from a company of three electricians to one of fifty-four employees. They took the company to 2005 revenues of $5.22 million‚ a 75 percent
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winner of the auction must bid $2.5 per share more than the other bidder (with this margin reducing as a function of time)‚ else they both have to continue until this criteria is met . Unaware of the other party’s bid‚ each participant made a move trying to guess the amount it needs to be the winner. The chronology of the bidding process started by Pilgrim Pride bidding at $45 per share; this was topped by a bid of $50 per share by Tyson‚ followed by a $55 per share bid by Pilgrim Pride. In an effort
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Executive summary The Computron‚ Inc. is facing problems regarding pricing the bid for Computron 1000X‚ future functioning of Frankfurt plant‚ impact on production due to current market breakdown. The main concern about Computron is that if the bid of 1000X should not higher than 20% of least bid to get the contract. It is strongly recommended to get the bid for functioning of new plant. Various issues regarding cutting down prices‚ bidding high or low and its pros-cons‚ current market situation
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for quantity of 1000) 1. If Northern accepts the bid from Thompson Thompson companies Out of Pocket costs for 1000 boxes = $400 70% of Thompson Out of Pocket costs = Selling price of Southern division (line and corrugating medium) Hence‚ selling price of Southern = 70% * 400 = $280 Hence‚ Out of Pocket costs for Southern = 60% 280 = $168 2. If Northern accepts the bid from West No out of pocket costs Thompson and Southern 3. If Northern accepts the bid from Thompson Thompson companies Out of Pocket
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Question 1 (10 Marks) – Required: 1. Prepare a Chavez Scatter graph plot that puts the labor-hours on the x-axis and the overhead expenditure on the Y-axis. What insights are reveals by your scatter graph? Labor Hours Overhead Expense 2‚500 55‚000 2‚800 59‚000 3‚000 60‚000 4‚200 64‚000 4‚500 67‚000 5‚500 71‚000 6‚500 74‚000 7‚500 77‚000 7‚000 75‚000 4‚500 68‚000 3‚100 62‚000 6‚500 73‚000 57‚600 805‚000 The interesting points about the behavior of overhead costs have been revealed by the Scatter
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NORTHERN DRILLING INC. Executive Summary Peter Bremner‚ the general manager of Northern Drilling Inc. has received a request for proposal from Mond Nickel to bid for an upcoming project that will be Northern’s largest contract to date. The project involves an intermediate job‚ as well as a deep drilling job‚ and will require that Northern prioritize this contract over other existing contracts in terms of manpower and equipment. Northern has to assess the technical feasibility of this project
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6. Germany¹ A. List of Bunds Issues Auction Group² FIRM ABN AMRO Banca IMI Bankhaus Lampe KG Bank of America Merrill Lynch Barclays Bayerische Landesbank BBVA BHF-Bank Aktiengesellschaft BNP Paribas Citigroup Commerzbank Crédit Agricole Credit Suisse Danske Bank A/S Dekabank Deutsche Bank DZ Bank Goldman Sachs HSBC ING Jefferies J.P. Morgan Landesbank Baden-Wurttemberg Landesbank Hessen-Thuringen Girozentrale Mizuho Morgan Stanley Natixis Key: AFME/Primary Dealer Members Non- AFME Members AFME
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Beth Israel Deaconess (BID) in 1996. BID operated under the Care Group Systems (CGS)‚ which was an affiliation of some Boston-area hospitals. The BID hospital system was in anarchy. There were significant operating losses‚ amounting to millions of dollars each year. BID management seemed incapable of implementing turnaround plans. The hospital experienced tremendous employee turnover and suffered from poor patient care. The old hierarchical structure continued in the new BID. There were layers
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