Building construction work

Tender description

The Airport is seeking to put in place a number of frameworks for the delivery of small / intermediate projects, in support of the delivery of the Airport’s capital programme, and maintenance activities associated with: — Lot 1 — Civils works (airside and landside), including airside escorting duties, — Lot 2 — Electrical and Data works, including airside escorting duties, — Lot 3 — Building Fabric and Fabrication (including roofing), including airside escorting duties, — Lot 4 — Signage (digital and ‘traditional’), — Lot 5 — Mechanical Works, including airside escorting duties. The Airport currently has a number of framework agreements in place for maintenance activities and the delivery of small / intermediate (up to 1 million GBP in value) projects, with the majority of these being single-source. As the Airport grows it has become apparent that the current model is unsustainable and this, coupled with a desire to increase the focus on ‘performance management’ is driving the need to procure frameworks which can deliver the following: — Provide a basis for a strong relationship between Birmingham Airport and the supply chain, — Consolidate the approach to the market and to ensure supply chain resilience, — Promote innovation and continuous improvement alongside strategic objectives for the Airport, — Deliver value for money in the undertaking of maintenance activities and small / intermediate sized projects through competition and performance management, — Meet the requirements of CDM (2015) with regard to the roles of ‘contractor’, ‘principal contractor’, ‘designer’ and ‘principle designer’, — Ensure that there is a focus on ‘self-delivery’ by providers appointed onto the Frameworks Agreements through the assessment of competencies of Bidders during the tender process. The Airport defines ‘self-delivery’ as the provider’s own direct resources, or that of its supply chain, where the provider is fully accountable and responsible for the works delivered and full visibility of the ‘rate card’ for delivery of a defined range of activities is agreed under the terms of the Framework. Once the Framework Agreement is in place the categories of works delivered via the provider’s supply chain will be clearly set out and the extent to which this is deviated from will be monitored as part of the framework management process. The Airport is seeking to put in place a number of frameworks for the delivery of small / intermediate projects, in support of the delivery of the Airport’s capital programme, and maintenance activities associated with:- — Lot 1— Civils works (airside and landside), including airside escorting duties- The maximum value of individual projects to be procured under this Framework is up to 5 million GBP. The Airport currently has a number of framework agreements in place for maintenance activities and the delivery of small / intermediate (up to 1 million GBP in value) projects, with the majority of these being single-source. As the Airport grows it has become apparent that the current model is unsustainable and this, coupled with a desire to increase the focus on ‘performance management’ is driving the need to procure frameworks which can deliver the following: — Provide a basis for a strong relationship between Birmingham Airport and the supply chain, — Consolidate the approach to the market and to ensure supply chain resilience, — Promote innovation and continuous improvement alongside strategic objectives for the Airport, — Deliver value for money in the undertaking of maintenance activities and small / intermediate sized projects through competition and performance management, — Meet the requirements of CDM (2015) with regard to the roles of ‘contractor’, ‘principal contractor’, ‘designer’ and ‘principle designer’, — Ensure that there is a focus on ‘self-delivery’ by providers appointed onto the Frameworks Agreements through the assessment of competencies of Bidders during the tender process. The Airport defines ‘self-delivery’ as the provider’s own direct resources, or that of its supply chain, where the provider is fully accountable and responsible for the works delivered and full visibility of the ‘rate card’ for delivery of a defined range of activities is agreed under the terms of the Framework. Once the Framework Agreement is in place the categories of works delivered via the provider’s supply chain will be clearly set out and the extent to which this is deviated from will be monitored as part of the framework management process. The Airport is seeking to put in place a number of frameworks for the delivery of small / intermediate projects, in support of the delivery of the Airport’s capital programme, and maintenance activities associated with: Electrical and Data works, including airside escorting duties –The maximum value of individual projects to be procured under this Framework is up to 2 million GBP. The Airport currently has a number of framework agreements in place for maintenance activities and the delivery of small / intermediate (up to 1 million GBP in value) projects, with the majority of these being single-source. As the Airport grows it has become apparent that the current model is unsustainable and this, coupled with a desire to increase the focus on ‘performance management’ is driving the need to procure frameworks which can deliver the following: — Provide a basis for a strong relationship between Birmingham Airport and the supply chain, — Consolidate the approach to the market and to ensure supply chain resilience, — Promote innovation and continuous improvement alongside strategic objectives for the Airport, — Deliver value for money in the undertaking of maintenance activities and small / intermediate sized projects through competition and performance management, — Meet the requirements of CDM (2015) with regard to the roles of ‘contractor’, ‘principal contractor’, ‘designer’ and ‘principle designer’, — Ensure that there is a focus on ‘self-delivery’ by providers appointed onto the Frameworks Agreements through the assessment of competencies of Bidders during the tender process. The Airport defines ‘self-delivery’ as the provider’s own direct resources, or that of its supply chain, where the provider is fully accountable and responsible for the works delivered and full visibility of the ‘rate card’ for delivery of a defined range of activities is agreed under the terms of the Framework. Once the Framework Agreement is in place the categories of works delivered via the provider’s supply chain will be clearly set out and the extent to which this is deviated from will be monitored as part of the framework management process. The Airport is seeking to put in place a number of frameworks for the delivery of small / intermediate projects, in support of the delivery of the Airport’s capital programme, and maintenance activities associated with: Building Fabric and Fabrication (including roofing), including airside escorting duties The Airport currently has a number of framework agreements in place for maintenance activities and the delivery of small / intermediate (up to 1 million GBP in value) projects, with the majority of these being single-source. As the Airport grows it has become apparent that the current model is unsustainable and this, coupled with a desire to increase the focus on ‘performance management’ is driving the need to procure frameworks which can deliver the following: — Provide a basis for a strong relationship between Birmingham Airport and the supply chain, — Consolidate the approach to the market and to ensure supply chain resilience, — Promote innovation and continuous improvement alongside strategic objectives for the Airport, — Deliver value for money in the undertaking of maintenance activities and small / intermediate sized projects through competition and performance management, — Meet the requirements of CDM (2015) with regard to the roles of ‘contractor’, ‘principal contractor’, ‘designer’ and ‘principle designer’, — Ensure that there is a focus on ‘self-delivery’ by providers appointed onto the Frameworks Agreements through the assessment of competencies of Bidders during the tender process. The Airport defines ‘self-delivery’ as the provider’s own direct resources, or that of its supply chain, where the provider is fully accountable and responsible for the works delivered and full visibility of the ‘rate card’ for delivery of a defined range of activities is agreed under the terms of the Framework. Once the Framework Agreement is in place the categories of works delivered via the provider’s supply chain will be clearly set out and the extent to which this is deviated from will be monitored as part of the framework management process. The Airport is seeking to put in place a number of frameworks for the delivery of small / intermediate projects, in support of the delivery of the Airport’s capital programme, and maintenance activities associated with: Signage (digital and ‘traditional’). The Airport currently has a number of framework agreements in place for maintenance activities and the delivery of small / intermediate (up to 1 million GBP in value) projects, with the majority of these being single-source. As the Airport grows it has become apparent that the current model is unsustainable and this, coupled with a desire to increase the focus on ‘performance management’ is driving the need to procure frameworks which can deliver the following: — Provide a basis for a strong relationship between Birmingham Airport and the supply chain, — Consolidate the approach to the market and to ensure supply chain resilience, — Promote innovation and continuous improvement alongside strategic objectives for the Airport, — Deliver value for money in the undertaking of maintenance activities and small / intermediate sized projects through competition and performance management, — Meet the requirements of CDM (2015) with regard to the roles of ‘contractor’, ‘principal contractor’, ‘designer’ and ‘principle designer’, — Ensure that there is a focus on ‘self-delivery’ by providers appointed onto the Frameworks Agreements through the assessment of competencies of Bidders during the tender process. The Airport defines ‘self-delivery’ as the provider’s own direct resources, or that of its supply chain, where the provider is fully accountable and responsible for the works delivered and full visibility of the ‘rate card’ for delivery of a defined range of activities is agreed under the terms of the Framework. Once the Framework Agreement is in place the categories of works delivered via the provider’s supply chain will be clearly set out and the extent to which this is deviated from will be monitored as part of the framework management process. The Airport is seeking to put in place a number of frameworks for the delivery of small / intermediate projects, in support of the delivery of the Airport’s capital programme, and maintenance activities associated with: Mechanical and HVAC Works, including airside escorting duties – The maximum value of individual projects to be procured under this Framework is 2 million GBP.