The Canterbury rebuild provides a unique opportunity to test if new ways of working improve productivity and could be used by the wider industry for the benefit of New Zealand. Several Research Action Plan (RAP) projects explore this opportunity.
Key projects
| • | Canterbury KPIs |
| • | Construction Productivity in Canterbury |
| • | Canterbury Procurement Project |
| • | Canterbury Resourcing |
Key findings
Lessons from Canterbury include:
| • | The construction landscape is active and dynamic. |
| • | Strong and effective leadership is critical. |
| • | Expansion of company workforces has been significant, with companies investing in highly skilled professionals from overseas to meet demand. |
| • | Competition for skilled labour has seen costs increase. |
| • | Worker accommodation is an issue as there is no coordinated approach to accommodation supply. It is being used as a bargaining chip by competing companies. |
| • | Canterbury clients intend changing procurement practice from a short-term, lowest cost approach to a longer-term, value based approach. |
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Resource scarcity is pushing parties to form strategic relationships with supply chain partners. |
Changes are being implemented as the earthquake recovery progresses, including implementation of recommendations from RAP projects.