• Proceedings of the Korean Institute Of Construction Engineering and Management
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• autumn
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• pp.286-289
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• 2003

In turn-key projects, escalation of cost by design errors is not allowed because a contractor prepares the design. Therefore, cost escalation by design errors results in increasing the cost of the prime contractor. The rate of profit decreases finally. In addition, design errors bring not only schedule delay but also serious quality problem by unknown errors. This study tries to dissolve problems, that of cost increase. process delay and a falling-off in quality by investigating cause of design errors and presenting a scheme for reducing design errors.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.7 no.3
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• pp.483-493
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• 2006

The purpose of the study is to make a proposal of how to improve the separate account in Korean life insurance accounting and regulations. A separate account is required to improve the transparency of accounting and fairness of dividing the profit between company and lift insurance contractors. A separate account may be the first step to solve this conflict by clearing the profit sharing of shareholder's and contractor's of the insurance with dividend. The separate account should be designed to reflect the real economic consequences of insurance company and consider the real outcome of the performance-based insurance commodities. The separate account should contain the rules of IASs and KASs. If a separate account is successfully settled down, the portions of contractor's dividend and the dispute about initial public offering of insurance companies can be solved gradually.

• Journal of Construction Engineering and Project Management
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• v.4 no.3
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• pp.33-46
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• 2014

Delay is the most common problem in the construction industry. It has many negative effects on project's success in terms of time, cost, quality, and safety. From the literature review, a total of thirty-five factors of delay were selected. These factors were divided into seven groups related to materials, manpower, owner, consultant, contractor, construction, and external problems. This study was carried out to identify the main causes of delay for a construction project through their importance level. The importance level was determined based on the frequency of occurrence and severity of impact. The structured questionnaire has distributed to the respondents who have much experience in construction management in Bangladesh. The results of analysis indicated that top five factors of construction delay according to their level of importance are: (1) price of construction materials increased very rapidly, (2) political situation (revolution/ public strikes), (3) shortages of skilled workers, (4) poor site management and supervision by contractor, (5) incompetent/ immature subcontractors. These findings of this study are expected to be significant contributions to Bangladesh construction industry in controlling current performance of project on time overrun.

• Ocean and Polar Research
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• v.27 no.1
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• pp.97-108
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• 2005

The International Seabed Authority (ISA) formally came into existence upon the entry into force of the UNCLOS on 16 November 1994. By adopting the Implementing Agreement in 1994, UNCLOS has the universality as a Magna Carta of International Ocean Regime, and the Deep Seabed Mining Regime could be operated as a unique one for the benefit of mankind. During last 10 years, ISA established the institutional framework successfully and made substantial and tangible progress in formulating the rules, regulations and procedures for the prospecting and exploration for polymetally nodules. Furthermore, RPI's obligations had been carried out completely, and the 7 RPI made contract with ISA to become a contractor who has an at least 15 you exclusive right for exploration in their allocated site. However, due to the uncertainty of commercial mining, the number of representatives from developing countries has been getting looser and looser and ISA has a problem of quorum of the Assembly. Land-based producers took a very strong opposite position to the contractors to make their loss in the minimum level. For the next decade, it might be prospected that ISA will focus on monitoring the contractor's activities, making rules, regulations and procedures for exploration on cobalt rich crust, sulphide and methane hydrate and implementing environment studies.

• Korean journal of food and cookery science
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• v.20 no.3
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• pp.247-255
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• 2004

The foodservice industry is changing more and more from on-site foodservice management to contract foodservice management. However there are differences according to the level of management and operation of contract foodservice management company (CFMC). The necessity of certification on CFMC is increasing to enable fair discrimination of CFMC among most clients that want to contract with CFMC. This study was performed to identify the foodservice operation evaluation model's criteria items for certifying CFMC. The analysis research methods included literature review, content analysis, individual interview, Delphi technique, and brain storming. First, the following infrastructure items were prepared in the contractor's viewpoint: procurement, transparency of operation, menu development and operation system, nutrition service system, professional employee education, sanitation andsafety management system, customer satisfaction system, facility system, management information system (MIS), business and economics. Second, the evaluation criteria required by the contractor on the client's view point was similar to school foodservice, hospitalfoodservice, and business andindustry foodservice except extraordinary items of field. Third, evaluation criteria and detail categories and items were identified such as financial focus, customer focus, process focus, human focus, and renewal and development by grafting on intellectual capital evaluation methodology for CFMC.

• KSCE Journal of Civil and Environmental Engineering Research
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• v.33 no.3
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• pp.1165-1171
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• 2013

The oversea construction contract amount has sharply increased since 2003. The contractor's capability for EPC and project management is a key factor for a successful industrial construction project. Construction performance measurement and evaluation is needed to improve contractor's project management capability. Therefore, this paper proposes the construction performance benchmarking program for oversea industrial projects. Performance metrics consists of project cost, schedule, quality, and safety. Data from 10 oversea industrial projects were collected and analyzed. Also, this paper describes the process for development of the benchmarking program and lessons learned from industry are summarized. Finally, this paper recommends how sustainable benchmarking program should be established and implemented.

• THE INTERNATIONAL COMMERCE & LAW REVIEW
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• v.18
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• pp.189-218
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• 2002

The EPC/Turnkey Contract goes to the extreme in allocating risks to the contractor and depending on the types of project, this may be regarded as unacceptable. It has also gone to the extreme in the extent to which the contractor is responsible for the specification and design of the Works. The employer is not responsible for correctness of any information provided by him nor for correctness of any specification or other matter included in the Employer's Requirements, except the definition of the intended purpose and criteria for testing and performance. With such conditions it is surprising that the employer is entitled to interfere in the contractors performance to an extent that is close to what is norm for a construction contract with employer design and with normal risk allocation. The combination of risk allocation and inappropriate administrative provisions makes the EPC/Turnkey Contract a document that will meet severe resistance from contractors. It is also likely that employers will see the risks and difficulties from their own perspective. It is a fiction that the EPC/Turnkey Contract will give the employer a contact with a certainty of final price and completion date. It is not a fiction that the EPC/Turnkey Contract carries many seeds for disputes between the parties. The Orange Book has become an accepted document even if it clearly contains some weaknesses. Some of these have been corrected in the Plant Contract. In my opinion FIDIC should let users become more familiar with the Plant Contract as a follow up to the Orange Book.

• Proceedings of the Korean Institute of Building Construction Conference
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• 2018.05a
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• pp.122-123
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• 2018

Recently, CM at Risk delivery system(CM@R) that could solve the problems of Design Bid Build delivery(DBB) system has been emerging. In the CM@R delivery system, the contractor negotiates for a maximum guaranteed price(GMP) with the client at the design stage, and the contractor carries out the construction within the GMP. In CM @ R, the construction company with expertise in construction participates from the design stage to reflects the construction know-how in the design. On the other hand, the modification design frequently occurs due to the change of the construction cost when negotiating the GMP. In addition, uncertainties are inherent in the GMP calculation because the calculation is based on unfinished drawings and documents. This study proposes a probabilistic GMP estimation method applying MCS to the BIM - based cost prediction model, in order to extract the accurate quantity information when estimating the GMP and to cope with the change of the construction cost inherent in uncertainty.

• Proceedings of the Korean Institute Of Construction Engineering and Management
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• autumn
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• pp.454-457
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• 2001

All of the partner must manage continually scheduling for the successful project in construction. Besides, that is not a important only contracter's managing but also owner's managing which is a very important about project finishing in time. Especially, in the case of mega project, the owner has to manage progress of scheduling to control contractor. And the case of progress to delay or to change, owner, contractor, and inspector must make a plan of recovery scheduling. This study proposes a construction process model from IDEF Methodology.

• Journal of the Korean Society for Railway
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• v.13 no.3
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• pp.257-263
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• 2010

Operation and maintenance cost of a rolling stock is generally higher than its acquisition cost. Therefore, it is necessary for reducing life cycle cost (LCC) to make rolling stocks easy and low costly for operation and maintenance. In addition, their operation and maintenance support systems should be effective and efficient. To accomplish this, operator should specify LCC requirements in the early stage of acquisition and make a contractor to provide the rolling stocks of low LCC. This article presents a procedure and a verifiable LCC model available in the general acquisition process where an operator specify requirements and a contractor provide the rolling stock meeting the requirements.