Issue link: https://www.e-digitaleditions.com/i/66147
Foster Frable Key Steps to Optimize Productivity between Dealers & Consultants own individual sense of ownership and need to be right.When this dynamic is present,the relationship becomes adver- sarial and the project results are nega- tively impacted. Hopefully with some new perspectives on improving the level of understanding and cooperation between dealers and consultants,every- one wins. Below are a few key steps to facilitate the process—which begins with the proper attitude on BOTH sides. Unless both parties are able to under- stand the other's point of view, con- straints and objectives, they will never work in harmony. A Key Steps in the Process Respect each other's role in the process. Owners expect dealers to be experts in bidding, procuring, staging, installing and starting up the equipment that is specified.Owners and architects hire consultants because they want expertise in programming, layout and design often for specific industry seg- ments.Owners also choose to hire con- sultants for unbiased recommendations based on what the client needs versus a solution built around predetermined product lines. Don't try to be a hero. Neither the consultant nor the dealer should try to "win" the owner's ear.When there are unresolved issues, the dealer and con- sultant should first deal with the con- flict themselves before involving the owner. If a solution can't be found,both parties should jointly engage the owner. 20 FEDA News & Views ll too often dealers and consult- ants assume the other will be dif- ficult to work with based on their If either party goes to the owner indi- vidually, chaos is almost certain. Deliver what's specified. If this is not possible, the dealer should inform the consultant and owner well before the substituted product is released for shipment, not after. Substituting equip- ment after a contract award can have many ramifications, besides damaging the consultant/dealer relationship. When a delivered item doesn't fit, has the wrong utilities, or can't provide what the owner specifically requested, an unusable piece of equipment becomes the kitchen albatross. Review and question before you bid, not after. Review the bid docu- ments and ask questions prior to con- tract award.Not fully reading and under- standing specifications becomes amajor cause of problems once the project is underway. Carefully followthe specifications or contract provisions concerning alternates/ substitutions. Savvy own- ers understand there are competitive and equal solutions for many pieces of equipment used on a project. Consultants are charged with obtaining the best value for the owner and encour- aging competitive bidding as part of the process. When a dealer has questions about whether a consultant will consid- er a group of products as equals, ask those questions up front…don't assume. Pre-Check shop drawings and submittals. Dealers should review shop drawings prepared by suppliers prior to submitting them to the con- sultant. Even though a consultant may have designed the project, the dealer also has the responsibility to coordinate scope work and check for errors from installers, fabricators, and suppliers before the documents are issued for review. Not taking submittals seriously or sending submittals that don't con- formto the consultant's requirements is a fast way to create adversity with the consultant and construction manag- er/contractor on the project. Own the kitchen (don't ignore owner furnished, reused, or vendor supplied equipment). Most consult- ant specifications include requirements for things such as location, utility requirements, vendor supplied bever- age equipment, leased warewashing equipment, or reused equipment in a renovation project.These items need to be shown on shop drawings, utility schedules, and coordinated just like equipment that is furnished by the deal- er. If the responsibility for these items is not clearly indicated in the consultant's specifications, it's important to provide a separate price in the dealer's bid pro- posal to indicate this as an added serv- ice. Everyone on the project will appre- ciate the dealer bringing this forward and being proactive. Respect the RFI Process. Sending out RFIs (Requests for Information) because the dealer's project managers didn't read the details in the specs is a fastway to create barriers. In addition to taking up the consultant's time, it can also damage the consultant's reputation. continued on page 22