18 firms win £220m Yorkshire civils framework

Eighteen regional contractors have secured places on a civil engineering framework for the seven councils forming the Yorkshire Highways Alliance including North Yorkshire County Council

The works for complete or part construction and civil engineering work will predominantly take place on bridges and the highway network.

Potential works include: resurfacing, reconstruction, slurry sealing, drainage and kerbing, repairs to bridges, retaining walls and culverts.

Civil Engineering Contractors Framework 2021

Projects £2m+ in North Yorkshire, York, Bradford, Calderdale, Kirklees, Leeds & Wakefield.

C.R. Reynolds; Eric Wright Civil Engineering; Fox (Owmby); Jackson Civil Engineering Group; PBS Construction (North East); Rainton Construction

Projects £500k – £2m in North Yorkshire, York, Bradford, Calderdale, Kirklees, Leeds & Wakefield.

C.R. Reynolds; Colas; Dyer & Butler; Fox (Owmby); Galliford Try Construction; I & H Brown; PBS Construction (North East); Rainton Construction

Projects: up to £500k – Bradford, Calderdale, Kirklees, Leeds & Wakefield

A E Yates; C.R. Reynolds; Cheetham Hill Construction; Hinko Construction; JN Bentley; PBS Construction (North East); Rainton Construction; Seymour Civil Engineering Contractors; Thomas Armstrong (Construction); Thomas Bow; 

Projects: up to £500k – North Yorkshire & York

A E Yates; C.R. Reynolds; Cheetham Hill Construction; Hinko Construction; Howard Civil Engineering; JN Bentley; PBS Construction (North East); Rainton Construction; Seymour Civil Engineering Contractors; Thomas Armstrong (Construction)


Gaining Better Insights and Creating Greater Predictability on Projects Across Europe With Mercury Engineering

Mercury is a European contractor that builds and manages complex engineering projects that reimagine how people work and live in the built environment. Their determination and sharp focus enable project teams to deliver leading edge construction solutions across a range of key sectors, taking their clients to new territories including enterprise and hyperscale data centres, advanced technology, fire protection, technical support services, data centre facility management, healthcare and building services.

Mercury employs 6,500 staff, including subcontractors, currently working across over ten locations in Europe. With an overall turnover of £1 billion in 2020, Mercury invests heavily in learning and development for all employees. The company is focused on applying the best standards of health, safety, and governance throughout the organisation to support colleagues.

The team at Mercury focuses on delivering their clients vision through leading edge construction solutions. Pushing to go beyond their duty means Mercury turns clients into partners and builds strong relationships that thrive. Their digital construction journey began two years ago with the data centre sector of the business. As the company had grown, the team adopted lots of different technology solutions for their projects and they lacked a standardised approach to implement a connected construction journey. “Our company grew very quickly and added a number of projects to our portfolio. This meant that we began using several different platforms and methodologies across different projects and regions. It soon became obvious to us that a more standardised approach could improve our efficiencies and give us greater results,” reflects Aisling Goff, Business Unit Quality Manager for Mercury’s data centre business unit.

The business unit decided they would adopt one solution for all of their projects moving forward. The objective was to create a more unified and standardised approach to delivering projects for all of their clients. In the first instance, the team surveyed their employee groups to get an understanding of how technology could help them deliver better outcomes in their role. “We ran a series of surveys with our staff to get their feedback on all the different software they were currently using – asking them for the pros and cons in each case. We received input from colleagues in a range of roles, from engineers to document controllers,” says Aisling.

The road to standardisation

To further develop their technology roadmap, the data centre business unit team reviewed their project pipeline to evaluate incoming work and cost out their technology requirements accordingly. Ronnie Christie, Business Unit Manager, knew that using technology in a smarter way could better support the team to create continuity. Ronnie says: “We recognised that different sites within a division were reporting differently to the directors and their clients so a big ask of the technology solution we chose was something that could help us standardise our reporting mechanisms.

Mercury Engineering company having a meeting on jobsite

When it came to choosing a technology solution, Mercury used Autodesk Construction Cloud’s BIM 360 platform for the first time four years ago on one of their data centre projects. The team initially used the solution for document control and generating snag lists on the project.

Aisling reflects: “When we used BIM 360 for the first time, we had to make sure the client was happy with the software and realised the benefit of using it.” After initially using the solution on one data centre project, Mercury then decided to use it on a new build project that spanned the entire construction phase. The team made use of more of the functionality available – such as workflows for daily reporting, commissioning, permits, check sheets as well as tracking labour and site numbers too. “When we used BIM 360 on our second data centre project, we were impressed with the additional functionality. It allowed us to create clearer workflows for RFIs and submittals alongside a whole range of project activities,” says Aisling.

Mandating for consistency

It was during this project that the Mercury team decided to mandate using BIM 360 on all projects in the future. “We knew that we’d need to approach our BIM 360 rollout to the business in a slow and structured way,” states Aisling. “We got the basics working really well on our first project, and it was only after this that we introduced more functionality to the team on the next project to ensure a smooth transition to the wider team.”

When it came to implementing the technology, the team ensured that employees were thoroughly supported through a comprehensive learning and development strategy. They ran training sessions for teams and individual employees and also created peer mentoring sessions for individuals to learn from each other, with the help of technology champions for the platform. The company also created standard operating procedures for using BIM 360, user guides and shared best practice through their internal skills hub.

Jobsite of Mercury Engineering project

Our colleagues responded really well to the training and learning opportunities made available to them during the rollout stage,” says Ronnie. “For us, peer-to-peer training was key. Our business has expanded dramatically in the last few years due to growth across the unit and we have a really talented bunch of people with great expertise in using digital construction solutions. They were instrumental in strengthening the team’s understanding and use of BIM 360.”

Getting the most from the data to improve communication and collaboration

For Mercury, when it comes to integrating technology into their business, the team have focused on using the data they capture on projects in a richer way to develop better project insights. Aisling says: “We’ve integrated BIM 360 with Power BI to export data on quality, health and safety. We were unable to get this visibility before. Now we can draw greater insights from our projects to better manage risk, cost and quality.”

Better insights captured from project data can not only improve the construction process, but it can support the health of a business and improve the employee experience. “When new colleagues join and work with existing teams on different projects, they understand fully what processes they need to follow and what information we capture to measure our performance,” says Ronnie.

Collaborating across the supply chain happens within Autodesk Construction Cloud’s BIM 360 platform. “We now use BIM 360 to communicate formally with all of our project stakeholders,” says Aisling. “It’s where all project communication takes place and acts as a central source of truth for Mercury. Everyone uses BIM 360 – from a Quality Assurance team member or a Document Controller in the office to a supervisor using daily reports on site or a Project Manager overseeing daily activity.”

For me, the transparency [from BIM 360] has been transformative. Everything is real and things are no longer open for interpretation as project data is visible for everyone.—Aisling Goff, Mercury

Using one central source of truth in the form of a common data environment has enabled Mercury to empower their teams with full visibility of the status of all their projects. “All submittals and RFIs go through BIM 360 and our supply chain partners use the solution in the field to report on health, safety and quality. We also use the solution to manage our client teams; that can range from resolving questions that need clarification, verification, and design workflows. It works really well for us as we use the solution to manage up and down as well as across teams,” remarks Aisling. This has improved communication and collaboration between project stakeholders resulting in a dramatic reduction in the amount of miscommunication and lost documentation.

Setting the business up to succeed

For Aisling and Ronnie, the benefits of working more digitally are twofold – not only do their teams deliver a better client experience, but they are also able to ensure they are set up for success from the very beginning of a project. Ronnie says: “All of our projects are structured in the same way now using BIM 360. This means our colleagues can move between projects easily; they know what to expect when they join a new project team, and the business knows how to set itself up for success.”

Both Aisling and Ronnie agree that their favourite features enable them to use their data in a more meaningful way. Aisling remarks: “If I had to pull out my favourite thing about BIM 360, it would definitely be that it enables us to use the same parameters when it comes to analysing our data. This means we have a standardised way of reporting to use the data better.” For Ronnie, being able to benchmark across teams and see how they are progressing when audit reporting supports him in his role. Ronnie says: “I’m able to gauge how jobs are running in parallel with each other which has been really useful.”

Monitoring adoption has helped Mercury to establish where they need to put more focus. “As a company, we monitor what functionality each project is using in BIM 360 to make sure we’re getting the most out of the technology,” says Aisling. “Our data centre business unit has reached an average 90% KPI score for adoption. We’ve found that the last 10% of adoption in terms of maximising all the functionality usually involves brining all project stakeholders along and making sure they’re bought into the technology.” This also means Mercury can work collaboratively across their individual business units with their teams to share best practice, learnings and break down siloes.

We now have much greater predictability and insights on our projects,” says Ronnie. Mercury has also fostered greater collaboration across their business units and wider company whilst standardising the data sets and data types they capture. “For me, the transparency has been transformative. Everything is real and things are no longer open for interpretation as project data is visible for everyone,” affirms Aisling.

Looking to the future, Mercury plans on ensuring all their teams across the entire company are getting the most from BIM 360 using the functionality available. In addition to this, working in collaboration with their clients, they are promoting the benefits of implementing standardisation and digital workflows within the AEC industry.

This year, Mercury is going through the process of gaining their ISO 19650 accreditation which highlights their ambition to fully utilise the international standards for managing information over the whole life cycle of a built asset using building information modelling (BIM). As a company, they are wholly committed to driving the digital agenda to create a more productive and efficient industry with better insights to deliver improved outcomes for clients and end users alike.

The post Gaining Better Insights and Creating Greater Predictability on Projects Across Europe With Mercury Engineering appeared first on Digital Builder.

Did you miss our previous article…

Laing O’Rourke to float by 2024

Laing O’Rourke founder and chief executive Ray O’Rourke is planning to list the business on the stock exchange within the next three years.

O’Rourke revealed the timeline to take the country’s largest private contractor public in an interview with the Financial Times.

He said: “We will float the company in a few years’ time. By 2024 we will be in good shape.”

Latest results for the firm showed pre-tax profit jumped nearly 40% to £46m in the year to March 2020, despite revenue dipping 11% to £2.4bn.

Did you miss our previous article…

Manchester considers net zero carbon new build by 2023

Manchester is being urged to adopt net-zero carbon for all new buildings when it introduces its new local plan in 2023.

A task group of private, public and third sector representatives brought together by the city council is urging the radical target for all building projects, without the use of carbon offsetting or a carbon tax.

All new development should also be required to deliver a significant reduction in embodied carbon in construction from 2023, with more stringent requirements introduced in future, recommends the Manchester Climate Change Partnership.

Contractor Laing O’Rourke, developers Muse, Bruntwood, Urban Splash and consultants Aecom, Arup, BDP, Buro Happold and WSP make up the high-level council task force.

The city council has cautiously welcomed the ambitious plan to make the city an exemplar for climate change action ahead of an autumn-winter consultation on the refreshed local plan.

Luthfur Rahman , Deputy Leader of Manchester City Council, said: “Manchester is committed to becoming a zero carbon city.

“The Partnership’s Roadmap, including the proposed Manchester New Build Standard, is a welcome contribution to the important discussion about how we will achieve this goal.

“The issue of climate change will be at the heart of the forthcoming refresh of Manchester’s Local Plan.

“We will look at how our planning and development system can support zero carbon objectives, and we will consider the Partnership’s proposals as part of this process.”

In the task force’s report it was acknowledged the viability of developments will be impacted by the building cost of achieving the Manchester Standard.

For net zero carbon in operation, this is estimated to increase by 4-6% for office developments and 8-10% for residential developments.

For the reductions proposed for 2023 in embodied carbon, this is estimated to be 20-30% across offices and residential assets.





Did you miss our previous article…

Go-ahead deal for Manchester’s £90m Gallery Gardens

Developer De Trafford has finally struck a section 106 deal with Manchester City Council to clear the way for its Gallery Gardens residential scheme.

The 19 and 13 storey tower block scheme of 366 luxury flats was granted planning in March 2020 but both the council and developer had been wrangling over section 106 requirements.

Gallery Gardens Manchester has been designed by JM Architects

Under the deal, De Trafford will pay an initial £330,000 towards off-site affordable housing for the first phase of the development.

It was agreed after a viability assessment prepared by Eric Wright Construction and consultant Gleeds provided with a forensic breakdown of how much money it will take to deliver Gallery Gardens.

Construction costs were estimated at just over £62m for the first phase.

The project will be located in Castlefield between Hulme Hall Road and Ellesmere Street.

Did you miss our previous article…

Behind the Build: Interview with Jonathan Mabe, Assistant Project Manager, Eckardt Group

Succeeding in today’s competitive and somewhat uncertain construction landscape requires flexibility, resilience, and—let’s be honest—help from technology. To overcome major challenges, like a global pandemic, you need to have the right skills and mindset, along with tools to make your life easier. 

Jonathan Mabe learned these lessons first-hand as a young assistant project manager at Eckardt Group. It’s a firm that offers a full range of electrical systems and construction techniques. In our latest Behind the Build interview, Jonathan recounts his experience in overcoming unexpected challenges when a project he was working on faced extreme weather conditions and pandemic-related issues. 

Read his story below. 

Tell us a little bit about Eckardt Group and what you specialize in.

We are an electrical contractor and we specialize in hospitals and data centers, so we’re more on the commercial side of things. We also do some service work, but we primarily focus on hospitals and data centers.

Walk us through your career and what led you to becoming an Assistant Project Manager.

This is actually my first real job. I went to the University of Tennessee, but haven’t graduated. I was planning on going into the Air Force. I was an officer in training, and some hiccups in the road led me to decide to take a break from college, earn more money, and get started with a career. 

That’s when I hopped on board with the Eckardt Group. Since I had a leadership background in healthcare, they started me down the path to becoming a project manager. Right now, I’m an Assistant Project Manager and love every second of it.

It’s been an interesting journey. When I first got hired, we had an AT&T project in the Virgin Islands and I was fortunate enough to get put on that job. I was more in the field, just learning the ropes of the electrical trade. Unfortunately, I got sick during that time, so I decided to go back to the States, and this jump-started my project management career away from the field. 

They reassigned me to the Grady Hospital in Atlanta, which is one of the main hospitals here in the city. If the President were in the Southeast region of the United States, he would be flown to Grady for any trauma emergencies. 

I was at Grady at the time COVID hit and the hospital had a flood that wiped out seven floors of a certain wing. We had to renovate it and then we had to switch or convert standard patient rooms into isolation rooms for COVID. So when the pandemic happened and everyone was staying home, we were right there on the front lines at Grady and still having to work.

What project at Eckardt are you most proud of? Why?

I would say all our projects have been important. I’ve worked at a data center. I’ve worked here at Piedmont hospital, but I would definitely say the most memorable and proudest project I’ve been a part of is Grady. 

At first, it was just a distinct opportunity to renovate such a historic hospital, but it evolved into something greater and more meaningful. We had to turn patient rooms into isolation rooms within just a couple of weeks, and we were able to do so in a timely manner. That was painstaking work. It required our field guys to be there 24/7 and some of the guys only had two to three hours of sleep before they had to be right back because we had a really strenuous turnaround time for these rooms. 

It was hard but also very rewarding and memorable.

What are the biggest challenges you face in your role? How does technology help you meet these challenges?

I would say the most important is the standardization of files and folders and also tracking of key aspects of your job. Let’s say you have a project management team of three. What happens when a project manager or an assistant project manager gets fired or quits or goes off the grid? What happens to all their work? Well, all the information disappears if you don’t have a solution like Autodesk Build where you can standardize file and folder structures and collaborate amongst your coworkers. 

One thing I like about the software is it takes things a step further. You can share files with your field teams and they can access them through their iPads in the field within seconds. 

Data tracking is also extremely important. One of the biggest parts of my job is managing the flow of money. I need to make sure we make money and pay people. Tracking all that using the cost features of Autodesk Build is very helpful. We’re able to import our budgets, track change orders, and more. 

We’re also using Autodesk Build to stay on top of asset tracking. When we build patient rooms, for example, all the materials required to build will come pre-packed in a cardboard box. So how do you track all that? Simple — Autodesk Build has an Asset tool that allows you to print barcodes or QR codes that you can paste on these boxes and you can set up a workflow that can be tracked. 

So we can start at the build material and say, “Okay, so this kit has been bought.” From there, it has to get pushed to our prefab and we’ll say, ‘They’re starting the kit.’ And then they update the status saying it was delivered or sent. At that point, the field gets it and they’ll say when they’ve received and installed it. 

There are a lot of moving parts, so having that tracking capability helps big time. 

When you think about the future, what are your plans to advance innovation and productivity at Eckardt Group?

My biggest vision is to be able to automate all our processes and standardize our products. For instance, we want to streamline how we get materials on-site, particularly on the front end of the job. Right now we’re using Revit and we’re building our entire job. We want to be able to export build materials and layout drawings, which can then be processed into build materials that turn into kits that get sent to the site. 

But we want that process to be automated. Right now when you need the build materials, you have to request a quote and write POs, then you need to track when the material was released to the site and when it was released to our prehab. There are a lot of moving parts, so automating everything is key. 

What advice would you give to the next generation of men and women entering and preparing for the future of the industry?

There are two key things that I would impart to others. The first is to be open to criticism, but don’t be afraid to push your ideas out there. This is particularly important when you’re beginning your career, because frankly when you’re new, that’s when you have the boldest ideas. 

Someone who’s been seasoned and been working for a while can be set in their ways and do things simply because that’s the way they’ve always done it. However, there could be a better way to complete a task or job, and people who are new are more open to those things. 

Secondly, you need to focus heavily on being organized. This is such an important thing in our industry. If you’re not organized, things are going to get lost. Someone might miss or forget details. And when that happens, you’re going to get into trouble in some way. 

Maybe you forget to order light fixtures for the job and all of a sudden the project is several months behind schedule, and you’re having to pay millions of dollars in back charges. 

Being organized is key.

The post Behind the Build: Interview with Jonathan Mabe, Assistant Project Manager, Eckardt Group appeared first on Digital Builder.

Leeds City Council starts hunt for civils firms

Leeds City Council has started the hunt for a quartet of contractors to deliver medium-sized civil engineering projects under a new framework.

The framework covers the provision of various types of highway and civil engineering works valued between £2m to £7m .

Projects will primarily lie within the Leeds district, but may extend across the other Yorkshire and Humberside authorities.

Work will be instructed on an as and when basis over four years from February 2022 to January 2026.

In June, the city council announced that Colas and Bradford-based Hinko Construction has secured the two spots on its minor works framework worth £60m over four years.

Interested firms have until 22 September to submit initial bids. Contact Leeds City Council here.


Did you miss our previous article…

All Foundations (UK) topples into administration

One of the country’s top 15 piling contractors All Foundations (UK) has collapsed into administration.

The Derbyshire piling contractor in last reported accounts delivered £13m revenue last year making just over £100,000 in pre-tax profit.

The Blackwell-based specialist employed around 60 staff who operated on jobs nationwide.

The firm hit the headlines several years ago when one of its piling rigs burst through the top of a busy British Rail tunnel near Old Street station in London, causing trains to stop running to Moorgate in the morning after augers dropped onto the tracks.

Administrators from FRP Advisory are handling the firm’s affairs.


Did you miss our previous article…

Digital Builder Ep 18: 3 Key Takeaways on Prefabrication in Construction

There’s a common misconception around prefabrication—that it amounts to bland, cookie-cutter boxes rolling off an assembly line. But the truth is that prefabrication techniques can allow design teams to produce beautiful, innovative designs that meet the distinct needs of individual clients. 

Plus, prefab elements can often be produced more quickly with minimal resources and waste, making it a favorable option for builders and owners alike. 

Joining us this week to talk about all things prefab are Nick Coubray, CEO at Howick Ltd., and Amr Raafat, VP of VDC & Technology at Windover Construction. Both guests have extensive experience with prefabrication, and in this episode, we had an interesting discussion on:

  • The benefits behind prefabrication technology 
  • The common myths associated with prefab 
  • Some successful real-world examples 
  • And how to get started with prefabrication

“Prefabrication combined with other technologies, such as mixed reality, can really enhance the quality of our production in the factory.” — Amr Raafat

powered by Sounder

New Episodes Every Two Weeks

Digital Builder is hosted by me, Eric Thomas. Remember, new episodes of Digital Builder go live every two weeks. You can hear more episodes like this one by subscribing to Digital Builder on Apple Podcasts, Spotify, Stitcher, Google Podcasts, or wherever you listen to podcasts.

You can also subscribe to our email list with the form below so you’re the first to hear when new episodes are released:

3 Takeaways on Prefabrication for Production in Construction

Before diving into the benefits and best practices around prefab, let’s first get clear on what it actually is. Prefabrication refers to the technique of prefabricating assemblies—from whole buildings or entire rooms to much smaller elements and components—in a controlled factory setting. The elements of a building are constructed off-site and then transported to the job site, where they would be assembled.

If you’re curious about prefab and are interested in implementing the practice in your projects, I encourage you to read on. Nick and Amr share their expert takes on prefabrication benefits, myths, and best practices. 

1. Debunking common myths about prefabrication

Myth #1: Prefabrication is only impactful for large components or building features

This isn’t necessarily the case. In fact, prefab can also be used to improve the production of a single repeatable feature or very small building elements.

As Amr puts it, “It doesn’t have to be a whole building or a whole room. Prefabrication can be applied to something as small as simple trusses or smaller elements.”

“It doesn’t have to be a whole building or a whole room. Prefabrication can be applied to something as small as simple trusses or smaller elements.” —Amr Raafat

Nick agrees and adds that “Everyone always jumps to volumetric boxes. But like what Amr said, prefab can be applied to something as small as a single component. It doesn’t have to be a fully-finished building and it doesn’t have to be expensive either. It can actually be quite simple, but it’s really about being design-led, rather than actually just making something in a factory.”

Myth #2: Prefabrication only creates unattractive boxes

This is another persistent myth, but untrue. Just because something is made in a factory doesn’t mean it has to be bland or boring. 

With the right practices and technologies, you can prefabricate beautifully designed buildings in an efficient and cost-effective way. 

“With our prefabrication techniques and our focus on data and technology, we can really produce beautiful designs that could be flexible and respond to client needs,” shares Amr. 

He adds, “Our design teams can actually innovate and be more creative in terms of functionality.”

The takeaway? Don’t let old myths and misconceptions stop you from exploring prefabrication. There are a lot of advancements in the realm of prefab that give construction pros more flexibility to design great-looking buildings. 

2. Prefabrication unlocks serious production potential

Prefabrication can benefit the entire project and team in a number of ways. Here are the key advantages discussed in the episode. 

It saves money. Since prefabrication happens in a factory or manufacturing site, you have more control over your environment, schedule, and timeline. Having a handle on all these things helps minimize unexpected costs. 

In addition, prefab enables automation in a factory setting, resulting in fewer errors and labor-hours, so you can keep your costs in check. 

No weather delays. Prefab allows projects to be weather-independent. Building something in a controlled environment helps you avoid weather-related and other external disruptions, so projects can be completed faster. 

Environmentally friendly. Prefabrication leads to fewer errors and delays, which also means lower energy consumption and less waste — particularly when used with other technologies. 

“Prefabrication combined with other technology, such as mixed reality, can really enhance our production in the factory with great quality. What I love about the machinery and the prefab concept is that this machine produces almost zero waste,” says Amr.

Increased quality. Prefab technology and automation guarantees that materials are produced with consistent quality. “Prefab allows you to better control quality. All the BIM data in Revit is carried over into manufacturing, so what you created is exactly what was modeled and approved by the design team,” adds Amr.

Improved safety. Working in a controlled environment means strict safety procedures can be enforced. This is especially important when there are social distancing measures in place. And since the work happens inside a factory site, employees encounter fewer job site-related hazards and unexpected events. 

More flexibility. Because components are prefabricated off-site, it’s easier to transport, assemble, and disassemble different elements. This gives you more flexibility when it comes to implementing design changes or relocating materials from one location to another. 

3. Start small, but with real projects

Thinking of getting started with prefab? Nick and Amr recommend starting small—but doing it with real projects, so you can learn and improve as you go. 

“What I would suggest to people is to start small. Start a single component, like a 2D panel. Then it’s easy to transport to the job site,” says Nick. 

He continues, “[with prefab,] the first thing people jump straight to this massive volumetric plant — something like a car factory and a hundred thousand square feet. In reality, what we see is most people begin with a small factory — like a 3,000 square feet facility with a single machine in it.”

“Everyone always jumps to volumetric boxes — or fully furnished units — whereas it can be as small as a single component.” —Nick Coubray

When you’re starting out, you need to ensure that “you have the right data and model,” according to Amr. “You can translate and unify it with manufacturing technologies and techniques.” This is an important consideration as these things will be the foundation of your unified building approach.

Implementing prefabrication successfully requires strong skills and knowledge around BIM and coordination, so it’s recommended to hire team members accordingly. You need the best people who can ensure that all your prefab elements will fit perfectly on-site. 

Catch the Full Episode of Digital Builder

Amr and Nick go even further into the ins and outs of prefabrication and how you can implement it successfully. Tune in to the latest episode and discover the best practices and technologies you can use to make prefab work in your business. 

  • Apple Podcasts
  • Spotify
  • Stitcher
  • Google Podcasts
  • or wherever you listen to podcasts

The post Digital Builder Ep 18: 3 Key Takeaways on Prefabrication in Construction appeared first on Digital Builder.