An overview into the concept of partnering

Abstract

This paper examines the relatively new concept and philosophy of partnering, as a response to client demand within the UK construction industry. It is suggested that partnering improves productivity, lowers costs and provides the product of construction to satisfactory standards and time. The concepts, philosophies and definitions of partnering, as observed by a number of leading researchers, are established, as are some of the practical responses observed currently within the private and public sectors. It is concluded that there are identifiable ingredients of good partnering practice, but that partnering remains in an evolutionary phase. Whilst claims for huge savings in terms of cost and time have been made, it is held that it is too early yet to conclude that these are the direct result of partnering. Meanwhile, it is noted that methods that motivate good practice are emerging.

Introduction

Partnering is a concept which provides a framework for the establishment of mutual objectives among the building team with an attempt to reach an agreed dispute resolution procedure as well as encouraging the principle of continuous improvement. This framework enthuses trust, co-operation and teamwork into a fragmented process which enables the combined effort of the participants of the industry to focus upon project objectives.

Partnering has grown out of the development of strategic alliances in order to manage the supply chain in a particular process such as construction. This concept was first originated in Japan, USA and Australia. It evolved out of the failure of the traditional procurement methods to meet client criteria and to achieve project objectives due to ever increasing project size and complexity. Its foundation in Japan may well be advocated to the Japanese management revolution ‘Kaizen’ which focuses upon Total Quality Management (TQM). However, unlike other systematic approach to management, partnering focuses upon the importance that all parties have to play in the construction process as opposed to the ‘top down’ approach.

Since its introduction into the UK some 10–15 years ago, support for the concept has been clear. Client organisations such as the British Airports Authority, Railtrack, Tesco and National Westminster Bank PLC all reported positive, measurable and identifiable results. However, the concept of partnering can be rather confusing as to what it is and what it is supposed to achieve. This conceptual paper provides an overview of the principle of partnering and presents some examples of cost benefits and efficiency. It unfolds the findings of various reports and research projects in the field of partnering in an attempt to present the advantages, disadvantages and applicability.