PRINCIPLES OF OPERATION

J Shewring Ltd undertakes projects on the following basis:

• an initial scoping visit or visits to establish what the client wants, and to clarify the implications (if necessary)
• preparation of a proposal setting out the stages needed for the project, and identifying any specialist skills which might be needed for this particular project, eg:
  • a full business case to establish the feasibility of the client's plans
  • site investigations to confirm site suitability
  • the relationship between the local architect and J Shewring Ltd as designer
  • the need for project management if the project progresses to the construction stage
  • the need - and potential for - grant applications
  • a ball-park estimate of the overall project cost

J Shewring Ltd will indicate the basis upon which it will charge for its services (which might be time-and-materials; a percentage of the whole project, or a dual-arrangement until the point where it is certain the project can proceed - usually once permissions and funding are in place).

Where services, materials and equipment are to be procured, this will be done on a tender or quotation basis addressed to the client (but collated by J Shewing Ltd).  J Shewring Ltd will not add any surcharge to the figures produced by suppliers.

Suppliers of services, materials and equipment are liable directly to the client for the quality of their products.  The client is liable for payment of invoices (after validation by J Shewring Ltd) directly to the supplier.

Adopting this process produces:

• clarity in the initial costing exercise and a clear distinction between the design fee, and the delivery of other services, goods and materials
• the ability to compare prices for construction works in the market place without any confusion or caveats
• a direct relationship between the supplier and the client for future use (eg, servicing, spares)

Over the years, this system has been used by Jack Shewring in many projects and has been found to be far more effective than a complex system of surcharges applied by one or more players in the chain.

For example, the cost quoted for supplying a hoist under this system will be a figure which the client can compare with the purchase of a hoist direct from any other manufacturer.  Any subsequent problems with the performance of that hoist will be a matter for direct discussion with the supplier, unhindered by involvement of an intermediate party. 

Under other systems, where the 'design fee' is disguised as an uplift on all other costs, the problems are that:

• no direct cost comparisons can be made
• the chain of responsibility becomes too long to be manageable
• the temptation for the client to substitute other, apparently cheaper, options leads to incompatibility and under-specificatied equipment
• suppliers are tempted into offering design services for which they do not necessarily possess the appropriate expertise 

This method of project construction has, over a number of years, shown large total cost savings eliminating the main contractor's uplift on sub-contractors' prices, and permitting flexibility during the construction stage without the danger of incurring penalties.