Delivering effective Waste Minimisation - Wrap

Delivering effective Waste Minimisation 29
Guidance Note 3: Procurement
Overview
Far too often materials are brought to site
only to then be wasted. The principle of
waste minimisation in procurement involves
producing accurate estimates of materials
required and then using these materials
more efficiently.
The quantity of materials ordered is often
inaccurate and unreliable and results in
over ordering and material wastage. This is
an area where costs can be saved through
buying better. There is scope for waste (and
its associated cost) to be accurately estimated,
controlled and reduced during procurement.
This is primarily a subcontract issue as it is
the subcontractors who usually place orders
for materials with suppliers. Subcontractors
should use their expert onsite knowledge to
produce accurate and realistic estimates of
material requirements and their associated
waste. This highlights the importance of early
contractor involvement and communication
streams throughout the supply chain.
Subcontractors play an integral and essential
part in the drive to reduce waste on projects
but they must also be supported by clients
and main contractors.
3.1 Procurement solutions
Subcontractors can follow a procedure
outlined below to improve their materials
ordering process. This process encourages
subcontractors to make robust and realistic
allowances for their waste, gather data on how
much waste they do generate, and then use
this information to improve their waste profile.
Figure 3.1 sets out how subcontractors can
reduce waste by taking action in four stages.
At each stage subcontractors can do
something to reduce the waste they generate.
The stages are:
planning;
implementation;
review; and
improvement.
Within each stage, subcontractors can
monitor material use and wastage rates with
the aid of a series of supporting checklists and
proformas. Areas where the client and main
contractor can support the subcontractor in
doing so are also included.
Communication opportunities
Design opportunities
Procurement opportunities
• Planning
• Implementation
• Review
• Improvement
Logistics opportunities
Project timeline
Case study 3.1
Retail development
A retail development employed a subcontractor to carry out 2D and 3D
modelling using PC software to compare drawings and eliminate clashes
in the different drawings of the architects, engineers, and highways,
building services, structural and sub-structural versions. Many errors
and inconsistencies were found. Although the clash detection exercise
cost £100k to the client and designer, the overall savings were suggested
to be £2.5m
Figure 3.1: Outline of how subcontractors can reduce waste by taking
action to in four stages
Planning
Client sets
targets for waste
Main contractor
prepares
Site Waste
Management Plan
Subcontractor
estimates waste
Quantitative
estimate 1
1 2 3 4
Qualitative
checklist 1
Implementation
Main contractors
and
subcontractors
review waste
and take action
to minimise
and
manage waste
Quantitative
record 2
Review
Main contractor
requests final
waste information
from
subcontractors
Subcontractors
complete
waste information
questionnaires
Qualitative
checklist 2
Main contractor
coordinates data
and feeds back
to client
Improvement
Share lessons
learned
Promote
innovation
Raise
awareness
Demonstrate
better financial
and
environmental
results