The incredible amount of details and variety of tenant needs involved in retail projects can cause frustration to become the common theme. That’s why it’s crucial to bring a general contractor on board early on , as soon as the pre-construction phase of the project begins.
The first part of a good, solid plan includes watching out for the myriad of critical elements that always seem to be overlooked. And they shouldn’t be.
An outline for building a better retail project includes the crucial elements of communication and teamwork. Everyone needs to be on the same page.
However, each project should follow basic, sound principles to maximize opportunities for success.
The general contractor needs to be part of the pre-construction phase to evaluate plans and strategies for every detail.
Overall project scheduling with milestone dates for design, permitting, procurement, shell construction durations, turnover for start of tenant work, permanent power availability, and project completion.
An outline is a must because each tenant has different time frames and requirements and as soon as the information is available, it needs to be placed on the master schedule. For example, Barnes & Noble and Borders Books & Music are both bookstores, but they use different marketing techniques with completely different set-ups.
Good planning also includes:
– Offsite improvement construction and scheduling.
– Dry and wet utility design with early approvals by the utilities.
– Preliminary fire sprinkler system design, including fire service laterals in accordance with the tenant’s and owner’s insurance requirements.
– Early release of long-lead material and equipment items to facilitate the schedule.
– Logistical planning for construction, staging for the contractor, tenant contractors, tenant FF & E; (fixtures, furnishings, and equipment), temporary power, telephones, sanitary facilities, and trash removal for the contractor and tenant contractors.
– Earthwork analysis on large acreage projects that have the potential for large quantities of earth moving. Moving large quantities of dirt can be quite common and should not be overlooked.
Power centers can be as large as 40 acres, requiring the movement of one million yards of dirt. That’s not cheap. The impact should be evaluated early on to find the most cost effective solutions, which in turn can have a positive impact on the schedule and project because it was planned for.
The contractor should be aware of the client’s need to make changes. It can be incredibly frustrating until you remember what the client needs.
Flexibility is one of the most important attributes in this business. Acknowledge that changes will happen and when they do, responsible contractors communicate with the client what the cost and time impact will be, and work together in the same direction.
It’s also important to realize that retail clients are in a dynamic business. Some space may not be leased and there will be constant changes, maybe adding a bathroom here, taking out a wall there. Contractors need to remember who they are working for and honor their business needs.
Encourage the use of well-established, financially sound subcontractors. Don’t insist on selecting the lowest bidder.
Hire subcontractors who have the experience base and skilled manpower resources to meet the quality, performance, and schedule demands of the project. This will result in fewer problems with workmanship, schedule, and financial impacts to the project.
Since 80 to 90 percent of what contractors do depends on the subcontractors, in the long run, the benefits outweigh any negatives. Quality people equal quality work.
Insist on well-coordinated and complete construction documents. A good set of documents will result in fewer clarifications and change orders, thereby minimizing the frustrations of the entire owner, designer, and construction team.
Architects need time to produce a good set of accurate documents that reflect what the owner wants. Contractors can only grasp the intent from clear and precise details. Good documents solve a lot of problems. And remember, no one likes change orders.
In addition, it is imperative that architectural plans are coordinated with the structural, plumbing, mechanical, and electrical plans.
Communicate tenant needs for FF & E; deliveries, installation, sales force hiring and training, and stocking needs. Incorporate these items into the schedule so that the whole team is aware, thereby allowing changes to be made to the schedule to accommodate the tenant as much as possible without incurring additional cost.
Realizing the tenant may need three months advance notice to order their FF & E; helps it all become part of a choreographed coordination between clients, designers, and the construction team.
While the frustration of constantly changing needs and designs are part and parcel of the occupation, the number one strategy for success lies in service. Pretty much anyone can complete a job, but what distinguishes a success story from the competition is the service you provide.
Are you making it a pleasure for your client to do business with you? Remember, there are no change orders required on good attitudes.
DeTarsio writes for Roel Construction Co.
