Cost-reimbursable
Arrangements
A
cost-reimbursable arrangement is often the simplest form of contract,
particularly
if the work is ill defined at the outset. This is also called
the
‘‘cost-plus-fee’’ or ‘‘cost-plus’’ contract. It is sometimes referred to as
a
‘‘limit-of-liability’’ contract, because it is normal for the sponsor to set
limits
on the amount of funds that he or she is willing to allocate.
Cost-reimbursable
Arrangements
fixed-price (lump sum) – contractors can bill monthly. If the project is
revised, the budget may be revised as well.
stage payment -
in this arrangement, the project
is
divided into a series of blocks of work, or ‘‘stages,’’ each with a budget
attached.
Usually, Unlike milestones, which are discrete events that occur in sequence,
it
is
possible for work on several stages to be performed concurrently. If the
stages
are relatively large, billing can be done monthly up to some fixed
percentage,
as is done in the milestone plan, Beyond that point, billing
is
not allowed until the agreed-upon stage is completed.
Claims and
Variations
It
is the rare project that is completed without changes. Not only are
changes
expected, but they are also taken into account by most contracts.
In
extreme cases, sponsors have attempted to employ ‘‘all-risk, ceiling
price’’
contracts, which state quite clearly that whatever may transpire on
the
project, the contractor is expected to complete the work and the sponsor
will
not pay any more than the agreed-upon ceiling price. With more normal
contractual arrangements, the cost of work over and above that covered in the
contract can normally be recovered in two ways:
claims and
variations. A claim is generally a
retrospective demand for compensation for costs
properly
incurred. Claims can be made whenever additional expenditure
has
been incurred for labor or expenses that are not in the agreed-upon
scope
of work.
Cost
Variation Due to Inflation and Exchange
Rate Fluctuation
Methods
to counter currency exchange rate movements include
forward-buying
the currency at a fixed exchange rate, and agreements to revalue the contract
work at fixed times in the future, based on the prevalent exchange rates at
those times.
Price Incentives
Occasionally,
situations arise where there is a possibility that cost savings
can
be made during the course of the project. This can happen when
uncertainties
are so great that it is impossible to agree to a fixed-price
contract
without including excessive contingencies. Sponsors naturally
want
to avoid this option, and may instead propose a contract that
includes
an inducement for the contractor to finish the project at a price
lower
than the fixed amount. This inducement is in the form of increased
profit,
even though the total contract value may be less, and means
that
the customer is sharing a proportion of the cost savings with the
contractor.
Inducements can be in the form of a price adjustment formula
that
relates to the final profit, or a bonus payable if agreed-upon cost
thresholds
are met. Bonuses can also be paid for early completion.
It
is normal to fix, at the outset, both the maximum price (the ceiling
price)
and the assumed minimum level of profit. Below the ceiling price,
a
lower figure is agreed upon as the target
price, which contains a
higher
level of profits that the contractor feels he or she should be able to
achieve.
As the contract proceeds, claims are made in stages, according to
a
payment plan and observed progress. Profit at the low level can also be
included
in these claims. At the end of the contract, a formula is applied
to
the value of the claims, and if the total value is below the ceiling price
an
additional payment is made.
Retentions
Despite
the fact that work may appear to be completed satisfactorily, there
may
be reasons to withhold an amount of money until final settlement
is
made with the contractor. This practice is called retention.
Usually,
retentions
are used to ensure that if any defects are discovered in the
project
work, the contractor will properly rectify them.
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