pelelangan-dokumen-penawaran

Budi Susetyo | PS Arsitektur | FTSP-UMB

Manajemen Konstruksi 1

Minggu V

PELELANGAN & DOKUMEN PENAWARAN

CAKUPAN ISI

Dalam minggu ini akan dibahas pokok materi sbb :

1. Pelelangan

2. Dokumen Penawaran (Biaya)

TUJUAN PEMBELAJARAN

Dari modul ini diharapkan dapat diketahui dan dipahami tentang pelelangan serta

dokumen penawaran (menghitung biaya proyek)

KRITERIA PENILAIAN

Mengerti dan memahami tentang tentang pelelangan serta cara menghitung biaya

proyek

METODA PENYAMPAIAN DAN PENILAIAN

Metoda penyampaian materi untuk mencapai tujuan dilakukan dengan :

1. Perkuliahan/ceramah

2. Diskusi/Tanya Jawab



PELELANGAN

Proses Pelelangan / Tender / Bid. Proyek Konstruksi

Pelelangan proyek swasta dan pemerintah

Pelelangan Proyek Pemerintah (Pelelangan Umum, terbatas dan penunjukkan)

Pelelangan pekerjaan perencanaan, Pelaksanaan dan Manajemen Konstruksi

Proses Pelelangan versi Proyek Pemerintah :

- Pengumuman

- Pendaftaran

- Undangan

- Aanwijzing

- Penawaran

- Evaluasi

- Usulan Pemenang

- Penetapan Pemenang

- Pengumuman

- Penunjukan

- Kontrak

Persyaratan Pelelangan ( Administratif, Teknis dan Biaya )

Pustaka

1. Keppres No. 30 Tahun 2003 , tentang Pelelangan Proyek Pemerintah

2. Bacaan sejenis

Format dokumen untuk pelelangan diperlihatkan pada halaman berikut.



Contoh Pengumuman Pelelangan

Pengumuman Pelelangan TerbatasNomer :……………………….

Kepala Kantor Dinas PU akan mengadakan pelelanganTerbatas pasca kualifikasi , Pekerjaan Rehabilitasi BangunanGedung Labolatorium luas 300 m2 dengan 2 lantai danperkiraan nilai pekerjaan adalah Rp 3.400.000.000,-

Bagi Badan Usaha yang mempunyai SBU (lama) AP002 =gedung dan pabrik atau SBU (2007)=21005 dan mempunyaipersyaratan sebagai perusahaan non kecil dan pernahmelaksanakan pekerjaan renovasi bangunan gedungperkantoran dengan nilai akhir kontrak minimal Rp1.700.000.000 serta mempunyai tenaga ahli S1 Arsitektur/Sipildengan pengalaman minimum 2 tahun dipersilahkanmendaftarkan diri pada kantor Dinas PU Jln ………PropinsiKaltim

Pendaftaran dilakukan oleh Direktur Utama atau dikuasakandengan kewajiban namanya tercamtum dalam akta pendirianatau perubahannyaCalon peserta wajib membawa IUJK asli dan SBU asli

Panitia lelang



Contoh E-Procurement

Menuju E-procurement maka digulirkan E-announcementpengadaan barang / jasa di Indonesia

• Tindak lanjut Peraturan Presiden no 8 tahun 2006

• LPSE Nasional merupakan situs e-Procurement yangmenyediakan jasa lelang secara online.

• Seluruh panitia lelang yang melakukan pengadaan barang/jasa dengan dana APBN/APBD wajib memasukkaninformasinya pada LPSE Nasional

• Badan Usaha yang ingin mengikuti lelang di LPSE Nasionaldengan terlebih dahulu mendaftar sebagai rekanan.

E-procurement maka digulirkan E-announcement

pengadaan barang / jasa di Indonesia dpat dilihat pada :

1.http://www.pengadaannasional-bappenas.go.id/eproc/app2.http://www.pengadaannasional.depkominfo.go.id/



Kelas Kontraktor

KUALIFIKASI KONTRAKTOR

GRED 1

GRED 2

GRED 3

GRED 4

GRED 5

GRED 6

GRED 7

Orang Perseorangan 0 sd 100 juta

Badan Usaha 0 sd 300 juta

Badan Usaha 0 sd 600 juta

Badan Usaha 0 sd 1 M

Badan Usaha 1 M sd 10 M

Badan Usaha 1 M sd 25 M

Badan Usaha 1 M sd tak terhingga

K

B

M



Gred Kontraktor

Kualifikasi Kontraktor – Persyaratan Teknis

N0 KUALIFIKASI

PJT-Lamabekerja

PersyaratanTENAGA TEKNIS - PJB

1 GRED 1 1 org ygbersangkutan

SKTK

2 GRED 2 SKTK- 2 thn 1 org / BU SKTK- 2thn

3 GRED 3 SKTK-5 thn 1 org / BU SKTK- 5 thn

4 GRED 4 SKTK-10 th 1 org / BU SKTK-10 th

5 GRED 5 SKA-2 thn 1 org / BID USAH SKA-2 thn

6 GRED 6 SKA-5 thn 1 org / BID USAH SKA-5thn

7 GRED 7 SKA-8 thn 1 org / BID USAH SKA-8 thn

N0 KUALIFIKASI KEUANGAN = KB

1 GRED 1 Tidak ada

2 GRED 2 50 jt – 600 jt

3 GRED 3 100 jt – 800 jt

4 GRED 4 400 jt – 1000 jt

5 GRED 5 1 – 10 Milyar

6 GRED 6 3 – 25 Milyar

7 GRED 7 10 M – tak terbatas



Kualifikasi Kontraktor – Pengalaman Pekerjaan

N0 KUALIFIKASI PENGALAMAN SUB BIDANG= 7 THN

1 GRED 1 Harus punya SKTK danpengalaman di sub bidang

2 GRED 2 Tanpa pengalaman

3 GRED 3 3 pekerjaan G2 min 400 juta

4 GRED 4 3 pekerjaan G3 min 800 juta

5 GRED 5 3 pekerjaan G4 min 2,5 milyar

6 GRED 6 3 pekerjaan G5 min 12 milyar

7 GRED 7 3 pekerjaan G6 min 32 milyar



Bacaan Lanjut :

Cost estimating in PM

Posted by Civil Engineer

In order to achieve accurate estimates in Project Management, cost estimatingstrategy is a must.

This cost estimating strategy is developed based on a three-step process. Thesesteps lead to a more accurate cost estimate by incorporating the knowledge gainedduring the design phase of the project combined with knowledge from previousprojects. With the adoption of this strategy, a strategy explanation should beincluded in the Project Management Plan.

Rough initial Estimates

The Initial Rough Estimate is developed during the Initiating Phase and is based onthe information provided in the high-level scope along with information fromprevious projects the project manager has been involved with or from similarprojects they have heard about. This Initial Rough Estimate will be presented as apart of the Concept Proposal.

Intermediate Estimates

During the Planning Phase, the project requirements will be developed by theanalyst and the project manager for the customer’s review and approval and willfurther clarify and define the project estimates. More details are provided to theproject team to allow them to help the project manager with project estimates. Adetailed project schedule is created by the project manager to provide duration andeffort for each task, the assignment of resources for each task, and a complete anddetailed cost estimate of the project effort.

Final Detailed Project Estimate

The detailed project designs are created allowing the project manager to refinesome of the project tasks and add the estimation of costs such as hardware,software, and items such as test equipment or additional space for the project team.At this point, the initial estimates created for the Concept Proposal can be updatedor replaced to reconcile the more accurate total project cost information. The newestimate is communicated to the project stakeholders.



Construction Cost estimates

Construction cost constitutes only a fraction, though a substantial fraction, of thetotal project cost. However, it is the part of the cost under the control of theconstruction project manager. The required levels of accuracy of constructioncost estimates vary at different stages of project development, ranging from ballpark figures in the early stage to fairly reliable figures for budget control prior toconstruction. Since design decisions made at the beginning stage of a project lifecycle are more tentative than those made at a later stage, the cost estimates made atthe earlier stage are expected to be less accurate. Generally, the accuracy of a costestimate will reflect the information available at the time of estimation.

Construction cost estimates may be viewed from different perspectives because ofdifferent institutional requirements. In spite of the many types of cost estimatesused at different stages of a project, cost estimates can best be classified into threemajor categories according to their functions. A construction cost estimateserves one of the three basic functions: design, bid and control. For establishing thefinancing of a project, either a design estimate or a bid estimate is used.



1. Design Estimates

For the owner or its designated design professionals, the types of cost estimatesencountered run parallel with the planning and design as follows:

* Screening estimates (or order of magnitude estimates)* Preliminary estimates (or conceptual estimates)* Detailed estimates (or definitive estimates)* Engineer’s estimates based on plans and specifications

For each of these different estimates, the amount of design information availabletypically increases.

2. Bid Estimates

For the contractor, a bid estimate submitted to the owner either for competitivebidding or negotiation consists of direct construction cost including fieldsupervision, plus a markup to cover general overhead and profits. The direct cost ofconstruction for bid estimates is usually derived from a combination of thefollowing approaches.* Subcontractor quotations* Quantity takeoffs* Construction procedures.

3. Control Estimates

For monitoring the project during construction, a control estimate is derived fromavailable information to establish:* Budget estimate for financing* Budgeted cost after contracting but prior to construction* Estimated cost to completion during the progress of construction



Construction Projects are defined by their scope, budget,and schedule

Construction Projects are defined by their scope, budget, and schedule.

Technorati Profile

For example, an Agency is to undertake a project to design and build a newmaintenance facility for its fleet of buses (scope), at an estimate of $30 million(preliminary budget) over a three-year period of construction (schedule). Theschedule specifies a defined beginning and end. Projects go through a life cycle ofphases between their beginnings and ends that forconstruction projects aretypically: initiation, planning, design, construction, commissioning, and closeout.

Scope: Each project is unique and must have a written requirements documentthat takes into consideration operational needs, level of service, regulatoryrequirements such as Americans with Disabilities Act, and quality of deliverables.The scope evolves as new information becomes available through the project lifecycle. For example, in the early planning phases of the maintenance facility project,the scope is to have five service bays. Later, as the design progresses, the exactlocation and the type of service in each bay can be determined. Scope refinementshould not be confused with scope creep. Scope creep occurs when the Agencydetermines part way through the project that operational projections now call forsix rather than five service bays. Changing to six bays after the project is underwayis a serious change in scope that could impact the budget (larger facility, more land,redesign) and delay the schedule (replan, redesign, longer construction). Scope



refinement is a necessary process in the project life cycle while scope creep resultsfrom lack of clarity on the Agency’s requirements in the original scope for theneeds, level of service, and level of quality for the deliverables.

Schedule: All projects must have a definite beginning and end. The Agency’sCapital Improvement Plan (CIP) usually provides approximate dates for thebeginning of a project and the end date when it is due to go into operation. Oncethere is a well-defined scope, the Agency needs to determine the time it will take tocomplete the project by developing the project schedule. Developing the scheduleinvolves breaking down the work into manageable activities needed to accomplishthe scope of each deliverable, estimating the duration of each activity, and placingthem in a logical sequence. The result is a project schedule that tells you theexpected duration of the project and the logical relationships between the activities,including activities on the “critical path,” that controls the end date.

Budget: All projects are constrained by limited monetary funding resources.Consequently, every project needs a budget to initially define its fundingrequirement. The project manager develops the budget based on the cost estimatesat the beginning of each project phase and refines it once there is betterinformation defining the scope. Refining the budget occurs through studies andanalysis in the design development process through the preliminary engineeringphase. When Agencies try to fix the budget too early in the project life cycle, theyare surprised by the significant increases in the budget over what was set forth inthe CIP. The budget should not be fixed as baseline until after completion of thepreliminary engineering phase.

Please refer some other post for more specific about Scope, Budget and Schedule inConstruction Project Management.



Construction accidents

Construction accidents are one of the most common work related personalinjuries. Construction injuries may be the result of machinery failure involving forklifts, cranes, front end loaders and any other piece of construction machinery foundon the job site. They may also involve faulty safety equipment, falling debris, lack ofproper training for construction workers, improperly assembled scaffolding,structural collapse, electrical fires, electrocution and a slew of other job siteviolations.

Under the U.S. Department of Labor, The Occupational Safety and HealthAdministration (OSHA) must protect those who work in the construction industry.OSHA guarantees a certain level of safety for any construction worker who workson high risk job sites and is exposed to hazardous conditions. In addition, the Stateof Oregon protects construction workers under the Oregon’s Employer LiabilityLaw. This law requires all construction companies engaged in dangerous work totake every necessary precaution in order to prevent worker injury on the job site.

Construction is a dangerous profession and there are many hazards in theconstruction workplace. While these state and federal regulations are necessary,they offer only a small amount of comfort to construction workers and theirfamilies. In many cases, construction workers are victims of irresponsibleemployers and are exposed to unnecessary risk while at work. It is also common forthird party members, such as contractors and subcontractors, to be present on thejob site, creating hazardous and chaotic conditions for the workers.

No matter what construction company you work for, it is the responsibility of theconstruction company to educate their workers on proper safety precautions and to



make sure the job site meets all safety regulations. The Department of Labor andIndustries examined construction injuries over a four year period. They found thefollowing seven injuries to be the most common (they also accounted for 92 percentof all compensable claims):

• Work-related musculoskeletal disorders of the neck, back and upper extremities• Workers struck by heavy machinery or falling objects• Workers pinned up against a wall by machinery or motor vehicles• Workers caught inside or underneath a piece of machinery• Slips or falls on ground level of the construction site• Falls from an elevated height of the construction site• General motor vehicle injuries

If you or someone you know has been injured on a construction site, contact apersonal injury lawyer to help you with your case. An experienced personal injuryattorney will know how to deal with multiple insurance policies, identify all partiesinvolved in the construction process and help you figure out who is responsible forthe construction injury.

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