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DEPARTMENT OF CIVIL ENGINEERING
CONSTRUCTION TECHNOLOGY AND MANAGEMENT CHAIR
Lecture 6
Source:-Wubishet Jekale (Dr. Eng.)
1
Tender Pricing/Rate Analysis
1. Basic Price and Source Determination
• Define Materials Breakdown Structures (MBSs)
• Identify Direct Cost Components (Materials, Labors & Equipments)
• Identify Reliable Sources / Approaches for Materials, Labors &
Equipments
• Identify Basic Prices
2. Organization & Resources Breakdown Structures
• Define Allocation of Responsibilities (Head Office Vs Project Office)
• Identify and Define Indirect Cost Components (Office facilities, Staffs,
Utilities, Transport, Mobilization & Demobilization Expenses)
• Define Organization Breakdown Structures (OBSs)
3. Tender Estimation
• Define Cost Breakdown Structures (CBSs)
• Use already defined MBSs, LBSs & EBSs
• Use Indirect Cost Components defined
• Assign Risk Allowances and Profit Margin
• Determine Unit Rates
Works Programming
Manageable WBSs
• Define manageable WBSs (Mobilization, Site Clearance, Bulk Excavation, etc)
Dormitory
3
Resources Programming
Material, Labor and Equipment Breakdown Structures
Daily Laborers
4
Rate Analysis
• A unit rate prepared will take into account
methods of construction and all circumstances
which may affect the execution of work on the
project.
• It will consist of a prediction of the cost of the
physical resources and mark-up by management.
These physical resources are: Labor, materials,
and plant.
The components of unit rate build-ups
UNIT RATE
BUILD UPS
MATERI
AL COST
ON SITE
MATERIAL COST
PER UNIT OF
MEASURE
Transportation Costs
Loading and Unloading Costs
Insurance Cost
Environmental Protection for Water (5 % - Site Overhead) and Wastage
Differentiate between Head Office Supply Vs Project Site Purchase
Other Considerations
Severance Pay
Medical Insurance
SH&E Protections (Better be included in Site Overheads)
SH&E Expenses (Better included in Site Overheads)
Other Benefits such as Bonuses / Allowances, Per diems, Travel cost,
Considerations
10
Example: Labor Cost for Mason
1. Basic Salary: Birr 3.75 / hr
2. Annual Leave: 14*30/(308*8) Birr 0.17 / hr
3. Over Time: 1.5*30/8 Birr 5.63 / hr
4. Severance Pay: 30*26/(308*8) Birr 0.32 / hr
5. Medical Insurance: 1.5*30*308/(308*8*100) Birr 0.57 / hr
11
Disposition of the Cost Calculation
Equipment costs: -
– All costs for commissioning /holding and
operation of the equipment
• Ownership of plant
• Hire of plant
– The main factors in building up a rate will be:
• Standing Costs: includes capital sum based
on purchase price and operating cost,
maintenance, tax and insurance
• Operating Costs: operators cost, fuel,
consumable stores
• Direct Project Costs
– Equipment Cost (Buying Access – hourly cost)
• Owning + Operation + Operator’s Salary & Benefits
• Transportation Cost + Installation and De Installation
Cost, if any + Property / Registration Renewal Tax, if
any
– Owning Costs
• Depreciation + Life Time Upgrading + Insurance
Premium
– Operation Cost
• FOG + Consumables (Tires if any, Filters, High wear
items) + Normal Repair including Crawler carriage Costs
– Operator’s Salary & Benefits
• Same as Labor Cost (Better if included in Labor Cost)
13
• Direct Project Costs
– Equipment Cost (Renting & Leasing Access)
• Rental or Leasing Rates
• Operations and Operator’s Cost, if any (less likely for
rental access)
• Transportation Cost + Installation and De Installation
Cost, if any
– Rental and Leasing Rates
• Buying Access + Overhead + Profit + Tax (hourly Cost)
• Rental Rate is often higher than Leasing Rate
• Both Rental and Leasing rate are less competitive than
Buying access cost
– If equipment is old or second hand consider break down
time that reduces yearly utilization time
– Consider equipment idle time due to weather condition 14
• Direct Project Costs
– Equipment Cost (Renting & Leasing Access)
• Rental or Leasing Rates
• Operations and Operator’s Cost, if any (less likely for
rental access)
• Transportation Cost + Installation and De Installation
Cost, if any
– Rental and Leasing Rates
• Buying Access + Overhead + Profit + Tax (hourly Cost)
• Rental Rate is often higher than Leasing Rate
• Both Rental and Leasing rate are less competitive than
Buying access cost
– If equipment is old or second hand consider break down
time that reduces yearly utilization time
– Consider equipment idle time due to weather condition
15
Indirect Costs
2. Indirect Costs
A. The project/Site overheads
– the cost of administering a project
– Time-independent costs
• Costs for site plant/ site installations, Cost for site facilities,
Engineering and controlling, Operation risks, Special costs
– Time-dependent costs
• Commissioning /holding costs, Operating costs, Costs for
contractor’s agent
– They consist of the items that cannot be
satisfactorily allocated to individual unit rates of
finished work.
B. General overhead costs
C. Risks and profit
• Indirect Project Costs
– Site Overhead Costs
• Project Facilities, Utilities and Running expenses
including camps expressed in terms of %ages to each
trades of works direct unit costs
– Project Utilities and Facilities
– Project staffs costs plus all Allowances & Camp
Costs, if any
– Transportation and Travel Expenses
– Mobilization and Demobilization Costs
– Detour and Access Roads, if any
– Tender and Contract Expenses (Pre-Paid Items)
– Sundry Expenses
– Site Overhead Cost = Total Project Site Overhead Costs /
Total Project Direct Cost 17
• Indirect Project Costs
– Head Office Overhead Costs (Annually)
• Head Office Facilities (Fixed Assets as depreciation)
Utilities and Running Expenses
• Head Office staffs costs including all Allowances
• Transportation and Travel Expenses
• Tendering and Contract Expenses
• Sundry (Miscellaneous) Expenses
– Head Office Overhead Cost = Annual Head Office
Overhead Costs / Average Annual Direct Cost Turnover
– Often depends on the number of Projects the company
runs
18
Example: Head Office Overhead Costs
• Head Office Facilities and Utilities Expenses
– Buildings, Furniture and Equipments as Depreciations, Electric, Water,
Telephone, Internet, expenses etc
• = assumed as 1 – 2.3% of Direct Unit Cost
• Head Office Staff Costs (as per OBS):
– GM’s + Construction + Adm. & Fin. + Other Offices Expenses
• = assumed as 1.4% of Direct Cost Component (avg.)
• Transportation and travel Expenses
– All Head Office vehicles expenses including rental services
• = assumed as 0.7% of Direct Cost Components (avg.)
• Tender Expenses Pre Paid Items but not successful
– Bonds, Guaranties, Insurances
• =assumed as 0.2% of Direct Cost Components (avg.)
• Sundry Expenses
– Advertisement, Reception and Donations expenses
• = 0.2 – 0.4 % of Direct Cost Components (avg.)
• Total = 1 to 2.3 + 1.4 + 0.7 + 0.2 + 0.2 to 0.4
– = 3.5 to 5.0 % (4.5 % avg.) of Direct Cost Components
19
• Sub Contracting / Outsourcing Costs
– Sub Contract / Outsourcing Cost
– Tendering Expenses
– Sub Contract Administration Costs
• Risk Allowances
– Inflation rate
– Problems and Challenges based alternatives
impacts
• Profit Margin
– (8 to 12 / 0.7) % of (Direct + Indirect + Sub
Contracting + Risk Allowances)
20
Example: Site Overhead Costs
• Project Utilities and Facilities Expenses
– Electric, Water, Telephone, Internet, Furniture,
Equipments, etc
– = assumed as 1.2 % of Direct Unit Cost
• Project Staff Costs including Camp (as per OBS):
– PM’s + Construction + Adm. & Finance Offices Expenses
• = assumed as 3 – 4.3% of Direct Cost Component (Avg)
• Transportation and travel Expenses
– All Project Site vehicles expenses
• = assumed as 1 % of Direct Cost Components (Avg)
• Mobilization & Demobilization Expenses
– Mainly Transportation & Dismantle + Reinstall Costs
• = assumed as 2 – 3% of Direct Cost Components (Avg)
21
Example: Site Overhead Costs
• Detour and Access Roads, if not included in BOQs
– = assumed as 0.2 – 0.5 % of Direct Cost Components (avg.)
• Tender and Contract Expenses Pre - Paid Items
– Bonds, Guaranties, Insurances
– = assumed as 3% of Direct Cost Components (avg.)
• Sundry Expenses
– Reception and Donations expenses
– = 0.2 – 0.5 % of Direct Cost Components (avg.)
• Total Site Overhead Expenses
– = 1.5 + 3.3 to 4.3 + 1.2 + 2 to 3 + 0.2 to 0.5 + 3 + 0.2 to 0.5
– = 11.4 to 14.6 % (13 % Avg.) of Direct Unit Cost
22
Bid Sum
• Direct cost + Indirect cost = bid sum +Value-added Tax
(VAT) / Bid sum inclusive turnover tax /vat/
Gauging Productivities
Controlling & Determining Discrepancies
Impacts Assessing Impacts
Taking Appropriate Actions
1/28/2019 30
Wubishet Jekale (Dr. Eng.)
Site Engineering
• Resources and Crews Productivity
• Worker’s Productivity
• Work units produced / Wo-Man hour used
• Record’s
• Time keepers’ records (Manpower time card)
• Daily or Weekly Labour productivity report
• Causes of High and Low Productivity Rate
• Worker’s low moral, poor pre-work preparation, etc
• Material’s Productivity if produced on site
• Work units produced / Material Quantity produced
• Resources Mobilization Monitoring
• Delivered / made available against Planned
31
Site Engineering
• Resources and Crews Productivity Monitoring & Evaluation System
• Equipment Productivity
• Work units produced / Equipment hour used
• Accounting as direct cost use of rental rate
• Daily or Weekly productivity report
• Causes of high or law productivity
• Poor pre – preparation, poor equipment maintenance, low
operators skill, lack of continuous task, etc
• Crew Productivity
• Variance = Standard or Planned – Actual Productivity
• Index = Actual Productivity / Standard or Planned
32
Site Engineering