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Long Term Objectives Are Beneficial For JV Partners

机译：长期目标对合资伙伴有利

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In large industrial projects where a general contractor wraps engineering, procurement and construction into a combined agreement, the EPC party often encompasses a designer and/or multiple contractors joined together under a joint venture agreement. This results in complicated relationships that can influence the execution of the project and prompt questions regarding project management. Who should be the lead from the owner's perspective? Which party is better equipped to manage and oversee the process from design to completion? Without consideration of these questions, simple internal conflicts and differences may trigger significant delays and cost overruns while the owner is not receiving proper notices and communication. How can the owner avoid these when selecting a JV team for a project? There is no shortage of actual project overruns and delays to help examine the pros and cons of JV arrangements, and the potential root causes for these issues often form the basis of disputes. These examples demonstrate that it is in the owner's interest to attempt to influence the structure and risk-sharing mechanism between joint venture partners.
机译：在大型工业项目中，总承包商将工程，采购和建筑包装成一个联合协议，EPC方通常包括根据合资企业协议联合在一起的设计师和/或多个承包商。这导致复杂的关系会影响项目的执行并提示有关项目管理的问题。从所有者的角度来看，谁应该领导？哪一方更有能力管理和监督从设计到完成的过程？如果不考虑这些问题，简单的内部冲突和差异可能会在所有者未收到适当通知和沟通的情况下引发严重的延误和成本超支。在为项目选择合资团队时，所有者如何避免这些问题？实际的项目超支和延期并不不足以帮助检查合资企业安排的利弊，而这些问题的潜在根源往往构成争议的基础。这些例子表明，试图影响合资伙伴之间的结构和风险分担机制符合所有者的利益。

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