NORTHWEST CONSTRUCTORS INC.
2021 STRATEGIC PLANNING CM 565 FINAL EXAM ANDREA PEREA
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TABLE OF CONTENTS COMPANY DESCRIPTION ........................................................................................... 3 History + Overview .................................................................................................................... 3 Assets........................................................................................................................................ 3
ORGANIZATIONAL CHART ......................................................................................... 4 INTERNAL ANALYSIS .................................................................................................. 5 Strengths ................................................................................................................................... 5 Weaknesses .............................................................................................................................. 6 Opportunities ............................................................................................................................. 6 Threats ...................................................................................................................................... 7
EXTERNAL ANALYSIS ................................................................................................. 8 Strengths ................................................................................................................................... 8 Weaknesses .............................................................................................................................. 8 Opportunities ............................................................................................................................. 9 Threats ...................................................................................................................................... 9
STRATEGIC PLAN ..................................................................................................... 10 Mission Statement ................................................................................................................... 10 Vision....................................................................................................................................... 10 Team Development Objectives ............................................................................................... 11 Objective Strategies ................................................................................................................ 12 Action Plan .............................................................................................................................. 13 Monitoring + Feedback System ............................................................................................... 14
MARKETING PLAN .................................................................................................... 15 Objective ................................................................................................................................. 15 Swot External Analysis ............................................................................................................ 15 Market Analysis ....................................................................................................................... 15 Budget ..................................................................................................................................... 16 Marketing Mix .......................................................................................................................... 17
PROJECT MANAGER ................................................................................................ 18 Job Description ........................................................................................................................ 18 Requirements .......................................................................................................................... 18
SUPERINTENDENT ................................................................................................... 19 Job Description ........................................................................................................................ 19 Requirements .......................................................................................................................... 19
APPLICANT CRITERIA ............................................................................................... 20 BIBLIOGRAPHY ......................................................................................................... 21
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COMPANY DESCRIPTION HISTORY + OVERVIEW Northwest Constructors Inc. is headquartered in Bellevue, Washington with projects throughout the pacific northwest with focus on the Puget Sound region. The company succeeded Pacific Northwest Builders who was founded by Alfred R. Andersen in 1925. Incorporation was granted in 1985 along with employee owned benefits. The company provides services such as preconstruction project planning, construction management and general contracting. The project types include office, commercial, institutional, infrastructure and public buildings. The company reports the total earnings for the year 2020 as $9,126,000. The total earnings have increased by 42%, compared to the earnings in 2018 at $3,850,000. The total number of employees varies, depending upon the magnitude of currently active projects. Reportedly, the company has 309 salaried employees at the end of the 2021 year. Salaried employees include roles such executive, professional and administrative. Additionally, there are 36 foreman and 94 trade workers which are all paid hourly. The hourly employees are generally based locally, paid prevailing wages. ASSETS The Northwest Constructors Inc. headquarters building contains a total of 100,500 gross square feet of which 22,500 gross square feet is occupied. A warehouse and maintenance complex is located in Kent ,Washington which is approximately 19 miles south of Bellevue. The complex site is approximately 6.9-acres with a building structure containing of 30,250 gross square feet. As part of company assets, they own and maintain over 230 pieces of heavy and light construction equipment. The equipment is utilized for self-performed work on general contracting projects. Reportedly, the maintenance and repair expenses for 2021 were $219,660, approximately 2% of total earnings.
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ORGANIZATIONAL CHART
NORTHWEST CONSTRUCTORS INC.
Vice President Construction Management
Vice President Marketing + Public Relationships
Construction Management
Marketing
Vice President Construction
Office
Vice President Administraton
Job Site
Accounting
Estimating
Project Manager
Purchasing
Equipment Management
Superintendent
Clerical Staff
Subcontracting
Field Engineers
Estimating
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INTERNAL ANALYSIS STRENGTHS The company holds tremendous value in real property, including office and warehouse spaces. The real properties are located throughout western Washington, an area considered as one of the top real estate markets in the past few years. While the pandemic has uprooted office suites globally, there may be an upcoming need for office buildings and suites outside of the downtown core with smaller floor plates. The company may dispose of these properties, gaining a financial lump sum while decreasing overhead of operating multiple properties which are not fully occupied by the company employees. The company owns and maintains a large fleet of heavy and light equipment which offers a competitive advantage over other general contractors and construction managers who may have to procure their equipment from suppliers. The ability to control the equipment proves valuable in times of need since they have a large facility owned and operated housing the equipment. It appears the company tracks all projects in a database to be utilized for pre-construction services, including value engineering. The databases offer a deep history on western Washington project's data points including schedule, budget and building systems to name a few. The ability to compare a new project for risk factors is incredibly valuable for the project's success including the company's profit. When reviewing a proposal, the company can cross reference and compare similar projects for potential discrepancies. The discrepancies can offer a competitive edge on bids. In addition, another proactive measure is the company's safety policy which aims to keep workers safe through training programs and keep compensation insurance rates low. The executive officers and senior level employees have long tenures with the company. These employees often have long standing relationships with clients, suppliers and subcontractors. The networking capabilities and understanding of each client's expectations including nuances and operations gives the company an interpersonal advantage over new businesses who may be entering the market. These executive members are appointed by a rotating board of directors. This appointment and rotation offers the company the ability to grow and gain insights through a variety of points of view.
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WEAKNESSES The project managers currently oversee multiple projects, pulling their focus in multiple directions. The current company's organizational structure lacks the ability for select roles to specialize in project types, including being project and client focused. The job site roles are stated only select projects utilize a field engineer, commonly known as a project engineer. The lack of a field engineer leaves the current project manager to manage multiple projects and the administrative efforts on a job site, furthering the burden and detracting from a project and client focus. An additional weakness for human capital is that construction managers are utilized on all projects. The current organization does not differentiate between specialties. The overlap of a construction manager and project manager for projects that are not multiple prime contracts can create a convoluted and overlapping of responsibilities of the two roles on a project.
OPPORTUNITIES • Evaluate the current employees workplace locations to possibly dispose of properties or square footage based upon employees who will be opting to continue to work from home. These employees may all share a number of open office docking stations. • Given the expansive heavy and light equipment fleet, there may be opportunities to reduce the overhead costs. Is there a current preventative maintenance cycle which can utilize condition monitoring technology? (Equipment 2018) The technology could identify problem equipment and prolong existing equipment, while increasing job site safety. It is recommended the equipment preventative maintenance be transferred to the project costs. The transfer should generally not affect the profitability or project due to lower operating costs overall versus rentals. • The company currently does not have a sustainability or building technology sector as part of their value engineering or post construction services. The current market is concerned with sustainability and building technology to improve the health of the building and tenants. The additional division could provide additional services to clients while increasing cash flow. • The company's organizational structure should be maximized with its current tenured employees into roles more specialized, including elimination of select roles such as forensic scheduling. This is generally performed by senior project managers and superintendents. The company's organizational structure should include additional divisions for project types and a sustainability sector.
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THREATS The buildings of the 21st century feature building equipment and technology that advances at a rate hard to keep up with. Clients expectations and tenants needs should be adaptable. The lack of a sustainability and building technologies sector further sets back competitive edge over other companies. The pandemic has pushed capabilities into the next phase of technology quicker than most have adapted to. This includes touchless operations, mechanical air exchange and energy efficiency.
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EXTERNAL ANALYSIS STRENGTHS The risk management approach by Northwest Constructors Inc. has proven to be successful. In the current year they have increased their "Cost Plus-Guaranteed Maximum" contract types up to 45%, up from only 26% three years prior. The profits of the company during that time have increased by 42% with a dollar amount of $5,276,000 earned. Earnings
Contract Types
10,000,000 9,000,000 8,000,000 7,000,000 6,000,000 5,000,000 4,000,000 3,000,000 2,000,000 1,000,000
Fixed Price 23% Cost Plus Fee- Guarnteed Maximum 45% Cost Plus Fee 32%
0 Year 2020
Year-1
Year-2
The extensive lists of major clients and networking capabilities to be short listed for jobs is impressive. The company provides a wide range of services, project types and scales. There is a huge advantage of tenure of working in the Puget Sound Region for notable businesses mentioned. WEAKNESSES The company sees its highest revenue in the second and fourth quarters each year, determining there are issues such as clients need to complete work by spring or fall and weather factors. It is not understood as to why the company has a diverse project type portfolio and list of clients for this to be an issue. There is a great weakness in broken cash flows twice a year. In addition, the backlog has decreased from $211 million Year-2 to $142 million in 2020. The company's current organizational structure does not indicate team members who are dedicated to serving the greater pacific northwest projects. The project and client focus for the Alaska, Oregon, Montana, Idaho and California regions should be a specialized sector, capable of growing the company outside of western Washington, providing stability.
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OPPORTUNITIES The broken cash flow in an average year plus a decreased backlog are two areas of opportunity to be profitable and stable. The company is currently seeking to increase government and institutional sectors of work. However, they are at this time unable to balance the institutional project completion dates with other projects to keep their cash flow from being broken in the spring and fall. It is recommended the company tracks all current projects and anticipated projects in a data base. This database should be compared to outgoing bids and look to fill the broken cash flow and increase backlog contracts with the new projects. The company currently utilizes joint ventures on a project to project basis. It may be of value to consider a select number of partners to join into a project based joint venture. The joint venture partnerships can be used in the larger pacific northwest region of Alaska, Oregon, Montana, Idaho and California. Another option would be entering into a longer term partnership with another company who has a larger bonding capacity for the major clients listed whom have jobs which are beyond the company's capabilities or risk factors. THREATS The largest threat facing the company is keeping a competitive advantage in a market which is saturated with work and having the ability to have clients short list a local company over a larger national or global company. The re-organization of the business structure, updating of the company's databases and successful joint ventures can create tremendous value against larger companies entering the market.
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STRATEGIC PLAN MISSION STATEMENT Northwest Constructors Inc. is proud to be approaching nearly 100 years in operation. The mantra of "Do it right the first time" was engrained in the team by Alfred R. Andersen who dedicated close communication with each client and seeing each project unique. Exceeding client expectations and producing quality project while maintaining cost effectiveness, efficient processes and being adaptable to changing market conditions and technological advancements. Northwest Constructors Inc. provides services for clients throughout the building life cycle including pre-construction project review, value engineering, construction management, general contracting and post-construction services. The team is comprised of industry professionals who believe in maintaining the client relationships and producing the highest possible quality buildings within budget and schedule. VISION Northwest Constructors Inc. envisions a future rooted in serving the pacific northwest for the next century. Our team is dedicated to seeking knowledge, maintaining and forming long standing relationships and producing successful projects. The company, like a western hemlock is identifiable by two lines running down the length and that is our team and clients. A client and project focus secures new growth, rooted in history with a dedicated team of professionals.
WHO WE ARE • A collective group of dedicated professionals who are knowledgeable, driven and focused on problem solving who seek continuing education in all areas of the built environment.
WHAT WE DO • Northwest Constructors Inc. strives to create long lasting relationships through high quality projects utiilzing the latest proven innovations in the industry.
WHERE WE ARE GOING • As a company approach 100 years, our outlook remains on learning from the past, focusing on what we can achieve today and how we can learn for tomorrow.
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Raise quality of training including advanced and innovative building systems currently trending.
GOAL
A organized and specialized project team with the ability to be cross trained in other divisions can delve into a deeper understanding of client needs and project expectations, including contract type, budgeting, scheduling and building regulations. This will allow for upwards and lateral growth.
Expand focus groups to include groups such as building technology, building envelope and roof, sustainability, etc.
GOAL
As select team members are placed within divisions, training can be specified to the division, expanding skillsets with the ability to take on larger or more complex projects in the future.
Each team member can delve into group discussions, do research and learn more about emerging trends for particular sectors. The groups can assist projects through ideas for value engineering, upgrades and at the same keep team members engaged in the industry and with the company.
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OUTCOME
cross train and expand each team members skillset.
OUTCOME
placement in a particular division, with the ability to
OUTCOME
Acknowledge project team members strengths through
GOAL
TEAM DEVELOPMENT OBJECTIVES
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OBJECTIVE STRATEGIES The following team development objectives are intended to have a positive effect on projects including greater understandings of client needs and expectations. A company cannot obtain financial success without the right people in the right positions. The strategies are rooted in continuing education for specialized divisions, cross training and longevity of employee tenure. The re-structuring of the organizational system approaches decision making as teams, within a division, with oversight from the executive levels who are controlled by the rotating board members. Including the addition, in house professional engineers in the construction management division. President
Vice President
NORTHWEST CONSTRUCTORS INC.
Estimating Team Chief Financial Office
Senior Accountant Divisional Accountant(s)
Marketing Director Human Resources Administrative Director Administrative Staff Pre-Construction Services Division
Senior Project Manager
Construction Management Division Public Projects Division
MEPF Professional Engineers
Senior Project Manager Project Engineer Project Manager(s)
NWC Foreman Superintendent Tradeworkers
Special Projects Division Construction Division
Senior Project Manager Project Engineer Project Manager(s)
NWC Foreman Superintendent Tradeworkers
Commercial Project Division
Senior Project Manager Project Engineer Project Manager(s)
NWC Foreman Superintendent
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Tradeworkers
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ACTION PLAN The action plan is intended to hold one self accountable and each other. The goals are to ultimately decrease inefficiencies, increase profitability and gain a new generation of long tenure employees. Through a re-structure organizational chart, the company can take advantage of employee's strengths and build upon them with the ability to cross train in the future. Previously, the project managers oversaw multiple projects which are a variety of project types and likely different clients. The focused approach will offer the ability for project managers and their teams to delve deep into client expectations and deliver successful projects.
OWNERSHIP
INITIATIVE
RESOURCES
•Each team member from trade workers to executive levels of leadership are expected to take ownership of the work they perform. it is important for all team members to strive for exceptional quality, whether it be formwork for concrete, contract negotiation or budget planning. All team members are valued and as a company who is employee owned, we all contribute to the success of the project for the client, for ourselves.
•All employees are expected to take initiative, be proactive and problem solve. As part of the re-organization of the team, be open to new ideas, suggestions and processes. The coming years are about adding to our skill sets, focusing on client needs, forging relationships and learning.
•Our best resources are each other and the company history. We have employees who have experience spanning decades who understand unspoken client needs and expectations including financial planning and economy trends. Almost a century of historic data is at our disposal. Through this transition period, team members will be sharing ideas for how to better utilize the data base to bid better and understand possible risks.
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MONITORING + FEEDBACK SYSTEM The adaptations made to the company's organizational structure are to create smaller teams within the larger team, offer mentorship and training. As part of the new team oriented approach to project success and ultimately profitability means everyone must embrace willingness to be a part of team and be adaptable. In conjunction with the following processes, it is recommended for each focus group to create a list of tasks, assign the task to appropriate parties with a due date and implement the solution. As part of lessons learned, a corrective action plan should be conducted to implement on projects in progress and future projects. They should have the issue, responsible party, constraints against change and resources to adaptation, with a due date or time period noted.
GATHERING OF INFORMATION •Annual Revenue •Client Follow-up •Project Lessons Learned •Employee Feedback
ANALYSIS OF INFORMATION •How have we been able to increase our presence in each project division over the year? •Have we been able to increase our ability to bid on more jobs and secure more awards throughout the year to decrease lapses in steady cash flow?
•Did the addition of professional engineers increase revenue? •Do team members feel more valued in the smaller team divisions?
WILLINGNESS TO TAKE APPROPRIATE ACTION •Are there divisions or project types which are not profitable and should be dropped and focus on other divisions? •What services can we offer to clients for projects utilizing the professional engineers which we hadn't done previously?
•How can we implement client feedback? •How can we implement team members feedback?
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MARKETING PLAN OBJECTIVE As Northwest Constructors Inc. moves into 2021 the focus will remain upon decreasing inefficiencies and increasing profit. The stabilization of cash flow and increasing of backlog will be a measurable attribute over the next five years as part of the overall effort to increase profit and revenue. The company will continue to engage the executive level and divisional leaders to ensure the client relationships are maintained through periodic meetings. Through reorganization of the company teams will better be able to serve their industry sector clients and maximize construction management including pre-construction and value engineering services. In the next three years, the focus will remain in the Puget Sound region, tailoring the new structure and procedures. The follow phase will focus on expanding the Alaska and California sectors including joint venture partnerships. SWOT EXTERNAL ANALYSIS The company sees the highest earnings in the healthcare sector with institutional projects comprising a large number of project throughout the year. In the past, the company has experienced cash flow irregularities throughout the year due to the completion times surrounding institutional projects. This issue coupled with a decreased back log of nearly 30% in the past couple years creates financial instability. Marketing efforts are anticipated to be a collective effort, maximized by divisional focuses rather than a single entity throughout the process. The expansion of construction management services will prove successful with the full time professional engineers on staff who can provide services to clients who have not taken advantage of value engineering in house previously. MARKET ANALYSIS The two sectors considered essential to revenue are healthcare/ research facilities and institutional projects. The healthcare/ research facilities provide high earnings throughout the year. The Seattle metropolitan area is experiencing a growth of the healthcare and research industry sectors. The special projects division will be focused upon maintaining these vital clients throughout the year and offering expanded services in value engineering and construction management. Even though the institutional projects are currently causing part of the cash flow disruption, it can be balanced. After reviewing the current 'Projects in Progress' it is possible to balance the revenue with commercial and office buildings such as the Target project and Pacific Northwest Bell Building. Commercial projects have a wide variety of scopes of work such as shell and core, tenant improvement new or remediation.
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BUDGET Northwest Constructors Inc. currently considers the budgeting tactics and monitoring to be strict. However, as noted throughout the report, there are gaps in the cash flow and decreases to backlog. The items addressed in the 'Market Analysis' should prove to decrease gaps and increase backlog with proper planning by the new divisions. The current meetings the company performs are done collectively and do not appear to have focused groups which maximize divisions. In the new company organization structure each division will be able to develop their client relationships and identify area of opportunity for other services. At the quarterly company meetings, the executive levels of leadership, marketing division and senior project managers will be able to identify areas of stability and opportunity. The senior project managers are expected to work closely with the chief financial officer and accounting team to understand the magnitude of their division, including assistance on prioritizing and short listing projects suitable for bids to maintain cash flow throughout the year and increase back log. The company appears to currently have adequate staff to execute the marketing plan at this time. It is anticipated additional marketing team members or external efforts will need to be implemented for expansion in the Alaskan and Californian markets. A direct amount dedicated for marketing was not provided as part of the review for Northwest Constructors Inc. According to surveys conducted by the Wall Street Journal, the construction industry on average spends 13% of their budget on marketing. Of that amount, approximately 61% is allocated to direct expenses such as advertising. The survey finds that, "marketing is responsible for leading revenue growth at 38.4 percent of companies." (Marketing 2019) It is recommended the company re-evaluate their marketing budget with these factors in mind including the recommendations outlined in Section Internal Analysis-Opportunities.
The key to budgeting the marketing properly will be the willingness to adapt, adjust and modify throughout the quarters. This includes understanding of trends in marketing throughout the year. Perhaps there is a key time frame to advertise and reach out for institutional work or health care facilities such as when bonds are dispersed. The feedback from clients and divisional senior project manager will be the best assets for quantitative analysis with revenue streams in the coming year a qualitative analysis.
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MARKETING MIX
PRODUCT • Pre-Construction Project Planning • General Contracting • Construction Management • Opportunities: Value Engineering
PLACE • Existing Client Relationships • Opportunities: Community Outreach, Trade Fairs, Schools, Construction Career Organizations
VALUE • Exceptional projects built on time, within budget and of high quality. Northwest Constructors Inc. offers services throughout the life cycle of a building.
PROMOTION • Community outreach initiatives including reaching out to schools and participation in trade fairs and construction career organizations can be a great way to gain exposure. As the company approaches a century, they should begos to include the historic beginnings of Northwest Constructors Inc.
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PROJECT MANAGER JOB DESCRIPTION The project manager is the highest level of leadership at the job site and coordinates between Northwest Constructors Inc. team members in the field and the home office in addition to third parties such as designers, consultants and the owner with maintaining relationships a key aspect to this role. This role requires extensive knowledge of construction administration including but not limited to financial tracking, bonds and contracts. The project manager must understand construction means and methods including current codes and regulations. A project manager is to have excellent communication and organizational skills with teamwork and leadership capabilities. REQUIREMENTS Abilities + Knowledge: • Pay application and periodic draws including subcontractor lien waivers, invoicing and supporting administrative functions of a construction project • Deep understanding including execution and negotiation of legal contracts including construction documents, specifications and supporting documents • Ability to coordinate the home and job site office, designers and third parties to execute the project as required by the construction documents • Extensive knowledge in modern building systems Hard + Soft Skills: • Microsoft Office Suite, including Project or equivalent • Ability to navigate 2D CAD and BIM programs • Strong verbal and written communication skills • Ability to organize, prioritize and time manage duties
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SUPERINTENDENT JOB DESCRIPTION The superintendent works closely with coordination between the field activities and the job site office team. Their role includes coordinating the construction means and methods such as but not limited to self-performed work, traffic control plans, scheduling, subcontractor work and third party inspections. The responsibilities include maintaining job site safety, quality control, project schedule and resolving field issues. The superintendent oversees the direct field work to ensure compliance to the construction documents, specifications and supporting documents are executed. They are generally responsible for maintaining and updating the master schedule each period. REQUIREMENTS Abilities + Knowledge: • Extensive knowledge in building systems including but not limited to building envelope and roofing, mechanical, electrical, plumbing, fire suppression, fire life safety and vertical transportation • Ongoing learning of current material and installation products and processes utilized in the current market • Ability to coordinate subcontractors, municipal inspections, third party inspections and offsite improvements • Understanding of permits required to facilitate field work including but not limited to traffic planning, tower crane regulations and utility tie in. Hard + Soft Skills: • Microsoft Office Suite, including Project or equivalent • Ability to navigate 2D CAD and BIM programs • Strong verbal and written communication skills • Ability to organize, prioritize and time manage duties
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APPLICANT CRITERIA The following selection criteria are generalized for a project manager or superintendent. The individual job descriptions and requirements detail their key role attributes.
Academic Background
A minimum of an undergraduate degree in a construction, architecture or engineering program. Proven continuing education efforts such as certificates, licensures or graduate studies.
Professional Background
Experience at a general contractor in the western Washington region facilitating similar projects for division (project type) to be assigned.
Construction Knowledge
Exemplifies knowledge in construction means and methods including building systems, materials and building equipment.
Administrative Knowledge
Understands the complexities of construction administration such as but not limited to construction documents, specifications, RFIs, submittals, change orders, invoicing, draw packages (hard and soft costs) and inspections reports.
Communication Skills
The ability to communicate and lead large group discussions in person, over the telephone and via video are important to daily operations and coordination efforts. In addition, written skills through email and similar platforms should be professional.
Applicant + Company Expectations
The applicant should exhibit similar values to the company through their application, resume and interview. This includes a team focused approach to problem solving, project success and profitability. The applicant should be interested in a long term career with Northwest Constructors Inc. and be willing to adapt to future needs.
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BIBLIOGRAPHY Athuraliya Amanda Athuraliya is the communication specialist/content writer at Creately, Amanda. “How to Write an Action Plan: Step-by-Step Guide with Templates.” Creately Blog, December 1, 2020. https://creately.com/blog/diagrams/how-to-write-an-actionplan/. Dyess, Sonja. “6 Steps to Building a Construction Marketing Plan.” We Are A Growth Agency Aligning Sales & Marketing For Revenue Growth, October 30, 2017. https://www.captevrix.com/news/6-steps-to-building-a-construction-marketing-plan. “Equipment Condition Monitoring.” Warren CAT, September 6, 2018. https://www.warrencat.com/technology/condition-monitoring/. “Marketing Budgets Vary by Industry.” The Wall Street Journal. Dow Jones & Company, October 23, 2019. https://deloitte.wsj.com/cmo/2017/01/24/who-has-the-biggest-marketingbudgets/. “The Marketing Mix and the 4Ps: Understanding How to Position Your Market Offering.” from MindTools.com. Accessed December 18, 2020. https://www.mindtools.com/pages/article/newSTR_94.htm. Pinch, Terry. “Feedback Loops Key to Implementing a Plan.” The Business News, December 6, 2019. https://www.readthebusinessnews.com/features/strategic_planning/feedbackloops-key-to-implementing-a-plan/article_bb874f94-10aa-11ea-945707b265295d5a.html. Williams, Roz Swartz. “Why Is an Internal Analysis Important?” Small Business - Chron.com. Chron.com, January 25, 2019. https://smallbusiness.chron.com/internal-analysisimportant-80513.html.
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