Sales and Business Development Leader | Passionate about Strategy, Growth and Solving Problems | Army Veteran
At Promat Australia we have consistently advocated for the importance of involving product manufacturers from the early stages of passive fire strategy development. Our experience has shown that when manufacturers are engaged too late in the process, it often becomes difficult to implement meaningful design efficiencies and value engineering opportunities. After all, who understands these systems, their applications, and cost-saving potential better than the manufacturers themselves? For instance, on one project, the failure to involve the manufacturer early on resulted in the selection of a passive fire protection system that was overly complex and expensive to install. Had the manufacturer been involved from the outset, they could have suggested a more cost-effective and efficient solution that would have met the project's performance requirements without breaking the budget. To avoid such pitfalls, we encourage project stakeholders to proactively engage with manufacturers during the initial design phase. By establishing open communication channels and providing manufacturers with detailed project requirements, we can work together to identify potential design challenges, explore optimised solutions, and ensure that the chosen passive fire protection strategy aligns with both performance and cost-effectiveness goals. #modularconstruction #passivefireprotection #offsiteconstruction #firesafety
Jaimie Johnston MBE, the Board Director and Head of Global Systems at Bryden Wood, is recognised as a global leader in systemising and accelerating the design and construction of major infrastructure. Together with others at Bryden Wood, he is the originator of the Platforms approach to DfMA! He delivered a keynote address at our Annual Conference last month. He said: "One of the most notable aspects of our approach was the unexpected reaction from the lower tiers of the supply chain. Their response was remarkably eager when we directly engaged with them regarding the facade and other components. It seemed as if they had been longing for someone to consult them. Normally, the procurement process is so elongated that when these suppliers receive the information package, it's too late for them to offer any meaningful input. They often express frustrations, noting that had they been consulted earlier, they would have advised against certain decisions or suggested more efficient alternatives. This direct engagement expedited the process and unveiled significant enthusiasm and innovative ideas from these lower-tier suppliers. However, this approach reveals a critical gap in the traditional business model. The primary contractors, or tier ones, usually act as gatekeepers in the supply chain, controlling the flow of information and decision-making. By bypassing this norm and directly interacting with the lower tiers, we've encountered the need to redefine the value proposition between the general contractors, the tier ones, and the rest of the supply chain. This shift necessitates a significant discussion about restructuring business models to optimise efficiency and innovation in our projects." Listen to his keynote address here https://lnkd.in/gRAPBauY #businessmodelinnovation #platforms #dfma
