Elementos de la agenda interna agropecuaria y sanitaria

Figures 4.3 to 4.6 and Figure 4.14 illustrate numerous exchanges of information within the five phases of the materials management process. Hence, the efficient operation of the materials management process depends on accurate and timely generation and transfer of information. Not all information that is necessary for the smooth operation of materials management is computerized, but it is safe to say that computerized and networked information systems offer speed, accuracy and retention of information that few contractors can afford to forego. Some examples of the critical role of advanced information technology within the materials management process are presented in the following sections.

During the Bidding Phase, the GC may be forced to cut costs to satisfy budget limits of owners while still committing to the same scope of work. The EC is usually one of the last trades to be procured in a project and many times is asked by the GC, prior to finalizing the sub-contract agreement, to absorb some of these cost reductions. This puts pressure on the EC to complete the scope of work for a lower cost than what was initially budgeted. This situation usually arises because the GC promises unrealistic estimates to the owner without the direct involvement of his specialty contractors. The problem could be minimized if the EC is involved in the pre- construction planning and design phase of the project (see Figure 4.3).

The EC can provide to the owner expertise regarding materials and means and methods for installation, as well as more realistic cost estimates. The EC could also provide information about the difficulty, cost and time required for installation in order to better assess the effect that the changes in scope could have on overall cost and schedule. The enabling technology for such integration of the EC in the project’s bid estimation is internet-based communications between the GC and the EC and the electrical contractor’s access to a database of material prices, lead times, wage rates and standard job times.

The Sourcing Phase requires access to data regarding prices, quality, delivery performance and existing contractual arrangements with manufacturers and suppliers. Typically, prices are requested by a fax transmittal from the EC to the potential suppliers. Fax technology is becoming more time consuming compared to other recent means of data communication. Fax machines are also more prone to breakdown problems (e.g. paper jams, incomplete transmittal, etc.) compared to other methods (e.g. computers). Furthermore, it could take longer for the fax information to reach the person in charge of providing quotes and for the EC to get an answer to the request for pricing. There have been some efforts to develop a P2P network pricing system that will allow ECs’ personnel to have immediate access to the current prices of a particular supplier with near real-time updates, therefore reducing the difficulties that the current practice presents. Ideally, the EC would be able to draw on historical data reflecting experience with different supply sources as well as up-to-date pricing and delivery data. Clearly, a combination of on-line and proprietary data is required.

The Procurement Phase integrates individual orders, shipments and deliveries with the contractor’s materials management plan. The person in charge of procuring material or the purchasing department, in the case of a large company, needs to ensure that the correct material in the correct quantities is ordered. This person also needs to verify the dates at which the material is needed and clearly indicate to the supplier where to deliver the material. Ready access to contract data and project scheduling data as well as a means to communicate delivery instructions to personnel on site is essential to performing these tasks. Material is usually procured by a fax transmittal from the EC to the supplier indicating the material needed, quantities and delivery dates. This process might present the same challenges that are present in the sourcing phase. Similar to the sourcing phase, there have been efforts to develop a P2P network that will allow the EC to place orders through a computer. This will accelerate the ordering process and reduce errors that often occur in current practice.

During the Construction Phase and the Post-Construction Phase tracking material is one of the biggest challenges faced by the electrical contractor. Tracking allows for identifying material not delivered as ordered or if the order was delayed. Tracking is also essential to identify what material is available, to minimize theft or loss, to identify where the material is stored on site and to control inventory costs. In some instances suppliers may deliver wrong material that need to be returned. Design changes may also result in a reduction in requirements for some material and an increase for others, which will also affect the delivery schedule. There is no direct cost to the EC when design changes are made; however, indirect costs are incurred due to possible delays associated with completing corresponding activities and possibly the overall duration of the project. In other instances, material is misplaced or relocated by warehouse personnel or is not properly identified before storage. Material that is lost, damaged or stolen after it is issued is another challenge faced by the EC that is related to material tracking. If the material is damaged during delivery and the person receiving the material acknowledges the damage, the material is returned at no cost for the electrical contractor. However, this might cause a delay if the material is needed immediately. If the person receiving the material does not verify the material and/or does not identify any damage, the contractor may end up responsible for the damaged material, which will result in a loss. Similarly, the contractor assumes responsibility for damages to material while it is stored prior to installation. An automated system, such as bar codes, could

greatly improve tracking and inventory control and could minimize lost and misplacement of materials.