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There are wide range of Specialised Machinery used in Industries, providing specific operations fast, economical and accurate products. The firm owning such specialised machinery have lot of spare capacity, which enable them take job orders from other industries and increase their revenue. Small and Tiny Industries are the back bone in providing higher Revenue and Employment. Majority of them have spare capacities in their specialised machinery and are Ancilliaries to larger firms. This directory lists Vendors and Vendees and the details of specialised facilities available. The Directory contains Buyers Guide - listing Industries with details of communication, spare capacity in machinery etc. Classified Listings - All Industries are classified based on the service offered by them. Catalogues of Spare Capacities - Multi Colour Catalogues, as supplied by the Industries are given to give more details for the users
In order to succeed in a construction business you have to be able to mark up the price of your jobs to cover overhead expenses and make a decent profit. The problem is how much to mark it up. You don't want to lose jobs because you charge too much, and you don't want to work for free because you've charged too little. If you know how much to mark up you can apply it to your job costs and arrive at the right sales price for your work. This book gives you the background and the calculations necessary to easily figure the markup that is right for your business. Includes a CD-ROM with forms and checklists for your use.
Master's Thesis from the year 2016 in the subject Engineering - Civil Engineering, University of Zambia, course: Master of Engineering Project Management, language: English, abstract: In recent years there have been a substantial number of projects conducted in the Zambian construction industry. Due to the magnitude and complexity of many of these projects, contractors have resorted to subcontracting to share responsibilities and mitigate project risks. The Zambian government has also invigorated the practice of subcontracting in the construction industry as it plays an important role in increasing economy viability and building capacity. Instead of improving project success, subcontracting can act as a catalyst for poor project outcomes. Though there are many reasons that contribute to problems from subcontracting, a poor relationship between main contractors and subcontractors can be seen as a notorious contributor affecting construction works. The study aimed at investigating the relationship between the main contractors and subcontractors in the Zambian construction industry and recommend a framework that can be implemented to better the relationship. The study also examined the effects of a poor interface between main contractors and subcontractors in Zambia. Data collection techniques used included literature review, interviews and questionnaire surveys. The relative importance index was used to determine the ranking of the results of the study. Using the results adduced from the study a main contractor-subcontractor non-contractual partnering model was developed. The study established that the relationship between main contractors and subcontractors in Zambia is poor therefore needing attention. Interface problems were caused by payment issues, poor communication, unexpected price escalations and poor construction work. In order to address interface problems, the study found that there was need for better communication between the parties, timely payments and subcontractors’ access to labour and machinery. However, the study, had some limitations that need consideration when interpreting the results found. The limitations included scarcity of specific literature on subcontracting in the Zambian construction industry, the size of the sample only being limited to Lusaka. Nevertheless, these limitations could be addressed through further studies.
Government law attorney Steven J. Koprince teaches you to concentrate on the crucial but complex Federal Acquisition Regulation (FAR) and other rules required for keeping contracts alive and avoiding penalties. Each year, the federal government awards billions of dollars in small-business contracts. The Small-Business Guide to Government Contracts puts a wealth of specialized legal counsel at readers’ fingertips, answering the most important compliance questions like: Is a small business really small? Who is eligible for HUBZone, 8(a), SDVO, or WOSB programs? What salaries and benefits must be offered? What ethical requirements must be followed? When does affiliation become a liability? Small-business contracts are both the lifeblood of hundreds of thousands of companies and a quagmire of red tape. No one can afford to be lax with the rules or too harried to heed them. The Small-Business Guide to Government Contracts empowers contractors to avoid missteps, meet their compliance obligations--and keep the pipeline flowing.
This book is based on and explains the following sub-contracts published by the Construction Industry Federation: Ã?Â?Ã?Â?Agreement and Conditions of Sub-Contract for use in conjunction with the forms of Main Contract for Public Works Issued by the Department of Finance 2007Ã?Â?Ã?Â?and theÃ?Â?Ã?Â?Agreement and Conditions of Sub-Contract (NN) for use in conjunction with the Forms of Main Contract for Public Works issued by the Department of Finance 2007 where the Sub-Contractor is a specialist who has been Named by the Employer or whose Contract with the employer has been Novated (NN Sub-Contractor).Ã?Â?Ã?Â?
This code of practice is one of a set of documents from the CIB aimed at improving the quality, effectiveness and efficiency of the construction industry. It should be used in conjunction with the other documents in the series. 1~ The good practice recommended should be observed in commercial relationships throughout the contractual chain and throughout the duration of a construction project. Subcontractors can be selected by competitive tendering, by negotiation or as a result of partnering or a joint venture arrangement. Competitive tendering is complex and requires everyone involved to follow a common set of procedures; inevitably it occupies the bulk of this code. In competitive tendering for small or simple works all the steps described are required but many may take place I formally, and these are indicated by dotted lines in the diagrams which accompany each section of the code. Negotiation, partnering or joint ventures should all be carried out in the same spirit of good practice although specific procedures will vary. For competitive tendering to be effective in providing good value for money it must be seen to be fair and the processes by which decisions are reached must be as open as possible. This applies to all forms of subcontractor selection.
In the twentieth century, large companies employing many workers formed the bedrock of the U.S. economy. Today, on the list of big business's priorities, sustaining the employer-worker relationship ranks far below building a devoted customer base and delivering value to investors. As David Weil's groundbreaking analysis shows, large corporations have shed their role as direct employers of the people responsible for their products, in favor of outsourcing work to small companies that compete fiercely with one another. The result has been declining wages, eroding benefits, inadequate health and safety protections, and ever-widening income inequality. From the perspectives of CEOs and investors, fissuring--splitting off functions that were once managed internally--has been phenomenally successful. Despite giving up direct control to subcontractors and franchises, these large companies have figured out how to maintain the quality of brand-name products and services, without the cost of maintaining an expensive workforce. But from the perspective of workers, this strategy has meant stagnation in wages and benefits and a lower standard of living. Weil proposes ways to modernize regulatory policies so that employers can meet their obligations to workers while allowing companies to keep the beneficial aspects of this business strategy.