Two-stage security – the base for all teamconcept projects
The principles of each teamconcept contract is a partnership-based approach and a jointly agreed to rights and obligations catalogue.
teamconcept projects are distinguished into two independently contracted phases: the preconstruction and construction phase.
- The preconstruction phase comprises the cooperative planning of optimisations, the cooperative definition of the target construction as well as the joint agreement on mechanisms for conflict resolution.
- The preconstruction contract provides a reciprocal opt-out clause for the end of the preconstruction phase.
- The construction phase comprises the realisation of the project within the cooperatively agreed terms and conditions.
- Various contract models provide systematic advantages regarding costs and schedule adherence while offering high transparency.
Six contract types – flexibly adaptable to your project, even in the mix
For the implementation of a project with the STRABAG teamconcept, there are several suitable contract models which can also be variably combined.
The teamconcept agreement governs the partners’ collaboration during the preconstruction phase. Transparent, binding communication of costs, time scheduling, construction site set-up and logistics planning, as well as optimisation of the project and its planning are essential services in this phase. The teamconcept agreement forms the basis for the subsequent awarding of the contract for project implementation. Payment for the preconstruction phase is generally a lump sum.
Lump sum contract
The strength of this contractual model is its simplicity: The payment is a lump sum and therefore not dependent on volume. The basis for this is the directory of services or a functional performance description with planning documents. Depending on the requirements of the project, a distinction is drawn between a detailed or global lump sum contract.
> Our project references for the lump sum contract
The GMP contract guarantees a high level of transparency and variability. This is calculated using proof of the applied, capped manufacturer costs. Coming in below the guaranteed maximum price benefits both partners. This creates an incentive to optimise costs through joint appointment of subcontractors in an open-book process. In the GMP contract, the directory of services or a functional performance description acts as the basis for the contract.
> Our project references for the GMP contract
Joint venture contract
In a joint venture, the client forms a company with STRABAG. This avoids duplication of roles (e.g. in Controlling) and creates an equal level of associated interests. Similar to the GMP contract, subcontractor services are described, commissioned and accounted for in an open-book process.
> Our project references for the joint venture contract
Building with all the cards on the table: In this contractual model, an openly calculated directory of services forms the basis for the provision of services. Its scope can be adapted flexibly during the execution phase. Appointing subcontractors is also done using an open-book process. The high degree of transparency of costs makes it possible to start the project quickly with a short lead time. Payment is made on the basis of proven manufacturer costs plus a general company fee.
> Our project references for the cost-plus contract
Unit price contract
Guaranteeing a high degree of flexibility, even when the scope of the service, or quantities, change. The detailed description of services is defined by type and quantity in the sections of the directory of services. Payment is made based on agreed unit prices and quantity-related measurements.
> Our project references for the unit price contract
Trust and respect optimise the process of adding value. In this model, the description of services is developed jointly by the client, the planner and STRABAG. Payment is made in an open-book process as a joint payment system for everyone. Bonus-malus rules influence payment based on the actual benefit delivered. The comprehensive transparency promotes the engagement of all participants in the sense of “best for project” decisions.
> Our project references for project alliancing