Budi Susetyo | PS Arsitektur | FTSP-UMB
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
Manajemen Konstruksi
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Budi Susetyo | PS Arsitektur | FTSP-UMB
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.
Manajemen Konstruksi
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Budi Susetyo | PS Arsitektur | FTSP-UMB
Contoh Pengumuman Pelelangan
Pengumuman Pelelangan Terbatas
Nomer :……………………….
Kepala Kantor Dinas PU akan mengadakan pelelangan
Terbatas pasca kualifikasi , Pekerjaan Rehabilitasi Bangunan
Gedung Labolatorium luas 300 m2 dengan 2 lantai dan
perkiraan nilai pekerjaan adalah Rp 3.400.000.000,Bagi Badan Usaha yang mempunyai SBU (lama) AP002 =
gedung dan pabrik atau SBU (2007)=21005 dan mempunyai
persyaratan sebagai perusahaan non kecil dan pernah
melaksanakan pekerjaan renovasi bangunan gedung
perkantoran dengan nilai akhir kontrak minimal Rp
1.700.000.000 serta mempunyai tenaga ahli S1 Arsitektur/Sipil
dengan pengalaman minimum 2 tahun dipersilahkan
mendaftarkan diri pada kantor Dinas PU Jln ………Propinsi
Kaltim
Pendaftaran dilakukan oleh Direktur Utama atau dikuasakan
dengan kewajiban namanya tercamtum dalam akta pendirian
atau perubahannya
Calon peserta wajib membawa IUJK asli dan SBU asli
Panitia lelang
Manajemen Konstruksi
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Budi Susetyo | PS Arsitektur | FTSP-UMB
Contoh E-Procurement
Menuju E-procurement maka digulirkan E-announcement
pengadaan barang / jasa di Indonesia
•
•
•
•
Tindak lanjut Peraturan Presiden no 8 tahun 2006
LPSE Nasional merupakan situs e-Procurement yang
menyediakan jasa lelang secara online.
Seluruh panitia lelang yang melakukan pengadaan barang
/jasa dengan dana APBN/APBD wajib memasukkan
informasinya pada LPSE Nasional
Badan Usaha yang ingin mengikuti lelang di LPSE Nasional
dengan 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/app
2.http://www.pengadaannasional.depkominfo.go.id/
Manajemen Konstruksi
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Budi Susetyo | PS Arsitektur | FTSP-UMB
Kelas Kontraktor
KUALIFIKASI KONTRAKTOR
GRED 7
Badan Usaha 1 M sd tak terhingga
B
Badan Usaha 1 M sd 25 M
GRED 6
M
GRED 5
GRED 4
GRED 3
Badan Usaha 1 M sd 10 M
Badan Usaha 0 sd 1 M
Badan Usaha 0 sd 600 juta
K
GRED 2
GRED 1
Badan Usaha 0 sd 300 juta
Orang Perseorangan 0 sd 100 juta
Manajemen Konstruksi
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Budi Susetyo | PS Arsitektur | FTSP-UMB
Gred Kontraktor
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 – Persyaratan Teknis
N0 KUALIFIKA PJT-Lama
Persyaratan
SI
bekerja TENAGA TEKNIS - PJB
1
GRED 1
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
1 org yg
bersangkutan
Manajemen Konstruksi
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Budi Susetyo | PS Arsitektur | FTSP-UMB
Kualifikasi Kontraktor – Pengalaman Pekerjaan
N0
KUALIFIKASI
PENGALAMAN SUB BIDANG= 7 THN
1
GRED 1
Harus punya SKTK dan
pengalaman 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
Manajemen Konstruksi
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Budi Susetyo | PS Arsitektur | FTSP-UMB
Bacaan Lanjut :
Cost estimating in PM
Posted by Civil Engineer
In order to achieve accurate estimates in Project Management, cost estimating
strategy is a must.
This cost estimating strategy is developed based on a three-step process. These
steps lead to a more accurate cost estimate by incorporating the knowledge gained
during the design phase of the project combined with knowledge from previous
projects. With the adoption of this strategy, a strategy explanation should be
included in the Project Management Plan.
Rough initial Estimates
The Initial Rough Estimate is developed during the Initiating Phase and is based on
the information provided in the high-level scope along with information from
previous projects the project manager has been involved with or from similar
projects they have heard about. This Initial Rough Estimate will be presented as a
part of the Concept Proposal.
Intermediate Estimates
During the Planning Phase, the project requirements will be developed by the
analyst and the project manager for the customer’s review and approval and will
further clarify and define the project estimates. More details are provided to the
project team to allow them to help the project manager with project estimates. A
detailed project schedule is created by the project manager to provide duration and
effort for each task, the assignment of resources for each task, and a complete and
detailed cost estimate of the project effort.
Final Detailed Project Estimate
The detailed project designs are created allowing the project manager to refine
some 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 updated
or replaced to reconcile the more accurate total project cost information. The new
estimate is communicated to the project stakeholders.
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Budi Susetyo | PS Arsitektur | FTSP-UMB
Construction Cost estimates
Construction cost constitutes only a fraction, though a substantial fraction, of the
total project cost. However, it is the part of the cost under the control of the
construction project manager. The required levels of accuracy of construction
cost estimates vary at different stages of project development, ranging from ball
park figures in the early stage to fairly reliable figures for budget control prior to
construction. Since design decisions made at the beginning stage of a project life
cycle are more tentative than those made at a later stage, the cost estimates made at
the earlier stage are expected to be less accurate. Generally, the accuracy of a cost
estimate will reflect the information available at the time of estimation.
Construction cost estimates may be viewed from different perspectives because of
different institutional requirements. In spite of the many types of cost estimates
used at different stages of a project, cost estimates can best be classified into three
major categories according to their functions. A construction cost estimate
serves one of the three basic functions: design, bid and control. For establishing the
financing of a project, either a design estimate or a bid estimate is used.
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Budi Susetyo | PS Arsitektur | FTSP-UMB
1. Design Estimates
For the owner or its designated design professionals, the types of cost estimates
encountered 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 available
typically increases.
2. Bid Estimates
For the contractor, a bid estimate submitted to the owner either for competitive
bidding or negotiation consists of direct construction cost including field
supervision, plus a markup to cover general overhead and profits. The direct cost of
construction for bid estimates is usually derived from a combination of the
following approaches.
* Subcontractor quotations
* Quantity takeoffs
* Construction procedures.
3. Control Estimates
For monitoring the project during construction, a control estimate is derived from
available information to establish:
* Budget estimate for financing
* Budgeted cost after contracting but prior to construction
* Estimated cost to completion during the progress of construction
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Budi Susetyo | PS Arsitektur | FTSP-UMB
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 new
maintenance facility for its fleet of buses (scope), at an estimate of $30 million
(preliminary budget) over a three-year period of construction (schedule). The
schedule specifies a defined beginning and end. Projects go through a life cycle of
phases between their beginnings and ends that forconstruction projects are
typically: initiation, planning, design, construction, commissioning, and closeout.
Scope: Each project is unique and must have a written requirements document
that takes into consideration operational needs, level of service, regulatory
requirements such as Americans with Disabilities Act, and quality of deliverables.
The scope evolves as new information becomes available through the project life
cycle. 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 exact
location and the type of service in each bay can be determined. Scope refinement
should not be confused with scope creep. Scope creep occurs when the Agency
determines part way through the project that operational projections now call for
six rather than five service bays. Changing to six bays after the project is underway
is a serious change in scope that could impact the budget (larger facility, more land,
redesign) and delay the schedule (replan, redesign, longer construction). Scope
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Budi Susetyo | PS Arsitektur | FTSP-UMB
refinement is a necessary process in the project life cycle while scope creep results
from lack of clarity on the Agency’s requirements in the original scope for the
needs, level of service, and level of quality for the deliverables.
Schedule: All projects must have a definite beginning and end. The Agency’s
Capital Improvement Plan (CIP) usually provides approximate dates for the
beginning of a project and the end date when it is due to go into operation. Once
there is a well-defined scope, the Agency needs to determine the time it will take to
complete the project by developing the project schedule. Developing the schedule
involves breaking down the work into manageable activities needed to accomplish
the scope of each deliverable, estimating the duration of each activity, and placing
them in a logical sequence. The result is a project schedule that tells you the
expected 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 funding
requirement. The project manager develops the budget based on the cost estimates
at the beginning of each project phase and refines it once there is better
information defining the scope. Refining the budget occurs through studies and
analysis in the design development process through the preliminary engineering
phase. When Agencies try to fix the budget too early in the project life cycle, they
are surprised by the significant increases in the budget over what was set forth in
the CIP. The budget should not be fixed as baseline until after completion of the
preliminary engineering phase.
Please refer some other post for more specific about Scope, Budget and Schedule in
Construction Project Management.
Manajemen Konstruksi 12
Budi Susetyo | PS Arsitektur | FTSP-UMB
Construction accidents
Construction accidents are one of the most common work related personal
injuries. Construction injuries may be the result of machinery failure involving fork
lifts, cranes, front end loaders and any other piece of construction machinery found
on the job site. They may also involve faulty safety equipment, falling debris, lack of
proper training for construction workers, improperly assembled scaffolding,
structural collapse, electrical fires, electrocution and a slew of other job site
violations.
Under the U.S. Department of Labor, The Occupational Safety and Health
Administration (OSHA) must protect those who work in the construction industry.
OSHA guarantees a certain level of safety for any construction worker who works
on high risk job sites and is exposed to hazardous conditions. In addition, the State
of Oregon protects construction workers under the Oregon’s Employer Liability
Law. This law requires all construction companies engaged in dangerous work to
take every necessary precaution in order to prevent worker injury on the job site.
Construction is a dangerous profession and there are many hazards in the
construction workplace. While these state and federal regulations are necessary,
they offer only a small amount of comfort to construction workers and their
families. In many cases, construction workers are victims of irresponsible
employers and are exposed to unnecessary risk while at work. It is also common for
third party members, such as contractors and subcontractors, to be present on the
job site, creating hazardous and chaotic conditions for the workers.
No matter what construction company you work for, it is the responsibility of the
construction company to educate their workers on proper safety precautions and to
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Budi Susetyo | PS Arsitektur | FTSP-UMB
make sure the job site meets all safety regulations. The Department of Labor and
Industries examined construction injuries over a four year period. They found the
following seven injuries to be the most common (they also accounted for 92 percent
of 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 a
personal injury lawyer to help you with your case. An experienced personal injury
attorney will know how to deal with multiple insurance policies, identify all parties
involved in the construction process and help you figure out who is responsible for
the construction injury.
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