Meeting Kiinko 9 october 2014

Transcription

1 Meeting Kiinko 9 october 2014 Hans Wamelink, Faculty of Architecture & the Built Environment, Department Real Estate & Housing Delft University of Technology Challenge the future

2 1. Welcome! 2

3 Welcome! 3

4 Working on grand challenges 4

5 TU Delft - University Landscape 13 Research universities students 12 universities in Top 200 World leading in Science and Health Silicon Valley area covers the Randstad (Amsterdam, Rotterdam, Den Haag, Utrecht) 55% BNP 6 Top 200 universites Port of Rotterdam Top 200 universities density UK Netherlands Switserland / France Universities of Technology Delft Eindhoven Twente Wageningen (agriculture, food tech) 13% Delft 17% 25% 45% Eindhov en 5

6 Composition of student body 6

7 TU Delft - Composition of Revenue and Expenditure Funding NWO 6% Tuition 7% EU, corparat e 22% Goverme nt 65% 100% 80% 60% 40% 20% 0% EU, corparate NWO Tuition Goverment Operati onal 14% Facilities 17% Savings 4% HR cost 65% 7

8 D-dream projects Delft Fast Bike DUT RAcing Team Nuon Solar Team Stratos 8

9 Students explore green driving Nuon Solar Team No idea is too crazy for Delft students, each idea develops at its own pace; frequently one grows into a company 9

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19 Program this morning - 9:30 - coffee/tea + welcome by prof. dr. ir. Hans Wamelink, dean Faculty of Architecture and the Built Environment - 10:00 - prof. dr. ir. Hans Wamelink (in his role as professor Design & Construction Management), lecture about Construction Market, Construction Management + BIM - 11:00 - coffee/tea break - 11:15 - dr. ir. Alexandra den Heijer, associate professor Real Estate Management, about the Dutch Real Estate Market, Real Estate Management + intro BK city - 12:00 - tour BK city - 12:30 - lunch brought to room BG.west.150 / short break - 13:00 - dr. ir. Alexandra den Heijer, focus on university campuses and the changing academic workplace - 14:00 - tour TU Delft campus - OPTIONAL (also map with self-guided tour available) - 15:00 - bus back to Amsterdam 19

20 2. Construction Market 20

21 Dutch Construction Market Volumes Changes Consequences 21

22 House production (million Euro) Renovation low growth Maintenance little effect crisis (since 2008) New construction: huge influence crisis Funding possibilities Changes in housing organisations 22

23 System-changes in the housing market Housing Associations Development of houses for the market? Financial Strength social housing associations At the supply site: challenges! 23

24 Consequences system changes More value for clients: Price-reduction (house and land), which is of cause a problem for current owners at the same time More to choose Use of concepts (standardised products) Integration of sustainability co-creation Supply chain integration Joint private project commissioning Change of sequence in the chain From: developing selling living To: find interested clients conceptualising - living 24

25 Concept: Co-green 25

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29 Living concepts 29

30 Production Commercial Construction (million Euro) Maintenance little growth Renovation same impact as on housing market New construction: huge impact, related to: Vacancy Societal changes Funding possibilities 30

31 Vacancy offices 31

32 Total production (million Euro) 32

33 Total production (million Euro) during and after recession 10 years below the level of : - 10 billion 2016: - 3 billion 33

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36 3. Research in Construction Management Integration and collaboration 36

37 Construction Management Research on integration and collaboration DBB versus DB(FMO) Supply chain management Performance measurement Changing roles architects and contractors BIM 37

38 Integration and collaboration 38

39 Procurement methods being used in the Netherlands Traditional contract: DBB DBB: Early contractor involvement Design & Build DBFMO Designer led Design Build 39

40 Traditional contract model: Design Bid Build Client General Contracting Architect Advisors Contractor Subcontracting Subcontractor Subcontractor Supplier Supplier 40

41 Bouwteam: DBB Early contractor involvement Client Coordination agreement Architect Advisors Contractor Subcontracting Subcontractor Subcontractor Supplier Supplier 41

42 Design & Build contract model Client Contractor Architect Advisors Subcontractor Supplier Supplier 42

43 Designer led design build Client Architect Advisors (Sub)contractor Supplier Supplier 43

44 Project Alliance Contract Model example of strategic collaboration Client Contractor Architect The Alliance as common Client Advisors Suppliers Subcontractors 44 National Museum of Australia

45 DBFMO Good definition of performance Making clear budgets Risk allocation -> to the right partners Consortium paid for performance (services and challenge to improve) In NL: Public buildings: > 25 Million Euro Infra: > 60 Million Euro 45

46 DBFMO (2) Decision based on: Public Privat Comparator European tenders: using competitive dialogue Source: handleiding PPC UK version 46

47 Reasons for clients to use integrated contracting Better matching design and implementation Early price certainty Time-saving Using private financing 47

48 Literature on costs and time savings 48

49 Cost Efficiency; time efficiency Soruce: R. Vasters 49

50 Changing market: PPP / DBFMO 50

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53 New method: bouwmeestercontract Bouwmeester contract (masterbuilder contract): Repositioning the architect in the centre of the process Balancing financial risks between client and architect A kind of DLDB light 53

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55 The chain Difficulties finding out client's wishes Changes of client's wishes Long procedures to discuss changes Incorrect documents Design changes Extended wait for architect's approval of design changes Inaccurate data Engineering drawings not fit for use Inaccurate data Information needs are not met Adversarial bargaining Order changes Client Design Engineering Purchasing& Preparation Inaccurate data Information needs are not met Unrealistic planning Suppliers Occupation Completion of building Site Subcontractors Unresolved quality problems Delayed occupation due to late completion Problematic completion due to quality problems Subcontracted work not delivered according to main design, contract and planning Deliveries not acoording to planning Wrong and defective deliveries Long storage period Awkward packing Large shipments 55

56 Supply chain monitor 56

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58 BIM use in NL Increase of use: Especially in (new) construction phase Partially limited to own (company) Growth during last 4 years Usefulness and necessity Not in supply chain connections 58

59 Usefulness and necessity Effects on management construction companies Efficiency preparation phase Collaboration with other partners Collaboration internally Efficiency realisation Experienced users are more positive then non-users (with exception of realisation phase) Source: ABN-AMRO 59

60 C Clients: improved communication, better management expectations, higher quality 60

61 Functionalities used 61

62 Research on BIM at TUDelft Advantages and disadvantages of using BIM in practice Relation between supply chain management and lean as facilitators for BIM (and vice versa) Changes of roles through using BIM Effects of BIM related to investments etc 62

63 Supply chain management en lean as facilitators for BIM Post,

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65 Thank you for your attention 65