Partnership Alliances For Improved Plant And Commercial Performance

摘要

During the 1990s, "Partnering and Alliancing" has developed into a proven and mature framework for undertaking construction and Maintenance Service projects within the UK. With its origins in the Offshore Oil and Gas Industry, "Partnering and Alliancing" spread to the Onshore Petrochemical Sector and subsequently to the Power Generation Industry. Mitsui Babcock were first involved in "Alliancing" in the Onshore Petrochemical Sector in 1995, since when it has "Allianced" with over a dozen major companies in the Petrochemical, Fossil Fuel and Nuclear Power Generation Services Sectors. This represents some *250m of business opportunities over the last five years, of which 65% is within the Fossil Fuel Power Generation Sector. This paper sets out to examine the objectives of "Alliancing" from both the Customer and the Contractor perspective and examines the imperatives for success based on the experience gained over the last five years. It highlights the importance of teamwork and the abandonment of historical contracting cultures and, above all, the building of trust between the parties. The various commercial mechanisms governing "Gainshare" within an "Alliance" are examined to illustrate how key Business Drivers can be incorporated to provide focus to the "Alliance". Lastly, the lessons learned from Mitsui Babcock's extensive experience of "Alliancing" are reviewed and the conclusion drawn that it really does work in providing a framework for improving performance and reducing cost within the Maintenance Service Sector.