The Simons Group chairman feared Tesco's reputation as a client but found a firm willing to work to Egan's principles of delivery
When prices are falling so quickly, due to lack of workload and competition to secure projects; it is slightly disingenuous to hear clients like Tesco being criticised for taking advantage of their position.
Not only should this include ground workers and steel or cladding contractors, and main contractors; but consultants as well need to be challenged and asked to contribute to a lower cost of delivery.
We have been a new partner in the Tesco stable for only a few months. Before we joined we were very concerned about their reputation as a brutal procurement business.
What has transpired is that they are methodical and consultative but focused on their ultimate end position. This makes them a good client and their teams, both on the professional and contracting/procurement side are clear about what they expect and logical in their application of their values and rules of engagement.
Of course, we are now 鈥渋nside the tent鈥� and therefore our view is biased; but they have a core team that they work with and allocate work to in a systematic way.
With this comes transparency of workload, and systemic initiatives to collaborate, share best practice and innovate, to reduce cost, optimise time and improve quality impacts on their workload 鈥� they are a good example of the Lathan/Egan principles of team construction delivery.
They are, when all is said and done, a commercial operation, run very well and making tough commercial decisions. In this market we need more companies like Tesco.
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