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Abdul-Aziz, A-R (1995) Examination of the eclectic paradigm as applied to international contracting: with emphasis on the internalization dimension. Engineering, Construction and Architectural Management, 2(02), 105–20.
Flanagan, R, Norman, G and Worrall, H (1995) Trade performance of the UK building materials and components industries. Engineering, Construction and Architectural Management, 2(02), 141–62.
Molad, C and Back, W E (1995) EDI's role as an enabler for electronic commerce and information integration. Engineering, Construction and Architectural Management, 2(02), 93–104.
Poh, P S H and Horner, R M W (1995) Cost-significant modelling: potential for use in South-East Asia. Engineering, Construction and Architectural Management, 2(02), 121–39.
Scott, R (1995) Invited paper: Competitive advantage through alliancing. Engineering, Construction and Architectural Management, 2(02), 83–92.
- Type: Journal Article
- Keywords: alliancing; contract; partnering
- ISBN/ISSN: 0969-9988
- URL:
- Abstract:
Since 1990, BP Exploration Europe has been developing a significant track record in substantially reducing the costs of new oil and gas development projects. This is allowing fields which were once highly marginal to be transformed into attractive 'investment opportunities and has opened up the prospect of a future in the North Sea stretching well into the next century. At the same time safety and quality standards are being maintained or enhanced, and the design and construction contractors, as well as suppliers of materials and equipment, are sharing in the success by attaining enhanced levels of profitability. A fundamental shift in the nature of the relationships between client and contractors lies at the heart of this transformation - a shift which has seen all parties put aside their previous adversarial approach to each other and, instead, pool their skills, expertise and resources to find creative solutions which allow their individual business goals to be achieved. Underpinning this are so called 'alliancing' contractual arrangements. These are specifically designed to align the business objectives of client and contractors, to promote efficiency in all activities and at all interfaces, to ensure that risks are shared in a balanced, equitable way and to link rewards firmly and clearly to the outcome of a project as a whole. Alliancing is also affording those companies which participate, the incentive and opportunity to improve their own individual competitiveness to levels which enhance their ability to access the global market. The principles involved can be adapted and applied to any industrial sector to give access to radically improved performance and competitiveness.