Contractor management

Lump Sum contract contractor manages and executes specified work to an agreed delivery date for a fixed price. Penalties may be due for late completion of the work, and this provides an incentive for timely completion. Payment may be staged when agreed milestones are reached. 

Projects in the FEL phase place a higher level of importance on close and effective owner-contractor management interfaces. 

CONTRACTOR MANAGEMENT Conduct Element Work Activities Monitor the Contractor Management System for Effectiveness Maintain a Dependable Practice... 

For this report the committee did not evaluate the two ACWA program sites at Pueblo Chemical Depot (Colorado) and Blue Grass Army Depot (Kentucky). However, the committee suggests that ACWA government and contractor management personnel review this report in detail for information, issues, and recommendations that have potential applicability to the ACWA program procedures and processes. This is particularly important since the ACWA sites... 

Westinghouse Savannah River Company (WSRC), as the prime contractor, manages the Savannah River Site (SRS) for the DOE. Projects related to past, present, and future missions have used and continue to use chemicals in a variety of processes. The SRS CMP was established to ensure that the management of chemicals complies with applicable Federal, State and local regulations, DOE directives, and the contractual provisions with DOE, as stated in the Standards/Requirements Identification Document (S/RID). 

Safety instrumentation and alarms Start-ups and shutdowns Management of change Permit to work Contractor management Emergency management Compliance with standards. 

Finally, the report should help senior managers understand how their systems failed, and whether they are addressing the correct goals. In the case of the above example, one of the root causes was determined to be failure of communications at the owner/contractor/subcontractor interfaces. Since similar communication problems had been observed on other incidents, senior management decided to thoroughly evaluate and update the whole contractor management system. 

Because contractor management is so crucial to safe and successfiil operations, all industries have extensive regulations and guidance on the topic. A discussion of the standards provided by OSHA and BSEE (Bureau of Safety and Environmental Enforcement) is provided below. 

Contract companies vary enormously in size. Some of them are small organizations that are on board just to carry out tasks that are hmited in scope and number. However, other contractors—as was seen on Deepwater Horizon—are not only large, but they are responsible for much of the high-risk work that is carried out on rigs and drill rigs. Clearly, there cannot be a one-size-fits-all contractor management program in such circumstances. 

Study tour to the PFR at Dounreay, in Scotland for BN-350 experts involved in waste management and contractors management ... 

Level Three. Contractor s management system safety program. At this level, contractor management provides program oversight, policy, direction, and resource allocation. 

Contractor Management Employers must establish details relating to use of contractors for repair, maintenance, and other support for a process. There must be a clear explanation of contractor responsibilities. Employers must share information about hazards of the process. 

Findings and recommendations are written into the ALOO appraisal report when improvemente or corrections need to be made. They constitute a formal process of specific communication. These require a formal response from the contractor management and usually include proposed corrective action and dttC date. These items are followed up on subsequent visits and appraisals. 

The final goal for this study is to obtain recommendations of how to improve principal company s contractor management practices and HSEQ AP. An important evidence of the HSEQ development is HSEQ performance indicator. Thus, also HSEQ indicators will be reviewed in this study. 

Clearly there cannot be a one-size-fits-all contractor management program in such circumstances. 

The material in RP 76 provides a basis for organizing and mnning a contractor management program. Working through the topics listed in the Table of Contents will help an operator be confident that the contractor has an acceptable safety program. 

There are now well-established principles for good contractor management that, if followed, will provide the basis for safe operation. Dutyholders cannot contract out their responsibilities and must accept that they are responsible for taking appropriate steps to ensure the overall safety of the operation. 

The supply and use of work equipment >- The supply of hazardous substances >- Construction safety >- Consumer products >- Contractor management. 

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