1 / 14

Asset management, co-makership and performance-based business models for FRP bridges

Asset management, co-makership and performance-based business models for FRP bridges. Dr. Rizal Sebastian TNO , The Netherlands April 2013. Content. Need for a new business model for FRP bridges Asset management and co-markership concepts Market opportunities and challenges

gaille
Download Presentation

Asset management, co-makership and performance-based business models for FRP bridges

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Asset management, co-makership and performance-based business models for FRP bridges Dr. Rizal Sebastian TNO, The Netherlands April 2013

  2. Content • Need for a new business model for FRP bridges • Asset management and co-markership concepts • Market opportunities and challenges • Actual practice and lessons-learned • Conclusions and discussions

  3. Need for a new business model • Common characteristics of traditional construction projects: • One-off and client-driven: A single project is set up when the client asks for it, and the contractor executes it accordingly. • Fragmented value-chain: Each actor in the value-chain only delivers a particular product or service in a short-term collaboration. • Inevitable need for change regarding FRP bridge projects due to: • Volume-based production and serial industrialisation. • Product lifecycle services and quality assurance. • Long-term collaboration of value-chain actors in multiple projects.

  4. Need for a new business model Inevitable shifts: • From client-driven / one-off project  to market-driven / industrialised project. • From single-project oriented goals  to total asset management goals. • From project-based collaboration  to value-chain integration.

  5. Market opportunities and challenges • TO DO model to define client’s and contractor’s market strategy • Results from Trans-IND market survey in the EU: • Opportunities: Growth of FRP in infrastructure; Design-Build-Maintain (DBM) tenders. • Challenges: Rising FRP price; clients are unfamiliar with FRP; lack of standardisation.

  6. Market opportunities and challenges • Trend: Market-oriented strategy adopted by public clients in the EU. • Objective: Mobility performance over time; infrastructure network instead of single projects. • Development: Integrated products; total service/value over a series of projects. • Opportunity: Lifecycle (long-term) contracts based on performance and innovation.

  7. Conceptual business models • Concept of asset management in civil infrastructure sector: • Value-chain strategy being adopted by public clients in Europe. • Focus on the civil infrastructure network instead of single projects. • Goal achievement based on mobility performance over time. • Concept of co-makership in civil infrastructure projects: • Value-chain strategy being adopted by industrial construction firms. • Focus on integrated product development and whole-life component supply. • Goal achievement based on total service / value over a series of projects. • Concept of performance-based project delivery: • ‘Lifecycle performance’ instead of ‘lowest price to construct’. • The client sets the functional requirements. • The contractor proposes the innovative design to construct, maintain, operate.

  8. Applications in real cases Asset management programme of public authorities: • PIM programme (2005-2010): involving governments and companies in UK, NL, BE with pilot projects on highways, waterways, and Service Provider Contract model. • Pilot projects of FRP in railway sector by the UK Network Rail: 30 FRP strengthening, 4 new-built bridges and aqueducts. • Developments of monitoring systems and protocols in asset management.

  9. Key players in asset management

  10. Applications in real cases Co-markership of FRP bridges: • Full FRP co-makerships and hybrid (e.g. steel and FRP) co-makerships. • Co-makership between main contractor and material suppliers. • Co-makership between system manufacturer and component developers. • Co-makership for the purposes of re-use and recycling.

  11. Key players in co-markership Example of collaboration between public clients, private companies, and knowledge institutes: CUR96 working group in the Netherlands. (Ref: Keynote speech by Dr. Ane de Boer from the Netherlands Ministry of Infrastructure at CECOM2012)

  12. Performance-based project delivery

  13. Conclusions and discussions • A new business model for value-chain integration is needed for the large-scale market uptake of FRP bridges. • Asset management and co-makership concepts are viable for public clients and construction industries respectively. • Demonstration and pilot projects have taken place, but a widespread practice is still lacking. • Conducive regulatory framework for integrated procurement and adequate standardisation are needed for the new business model.

  14. Contact Dr. Rizal Sebastian Senior Research Scientist TNO – Technical Sciences Expertise Centre of Building and Civil Engineering Delft, The Netherlands rizal.sebastian@tno.nl

More Related