【Prized Discussion】What to do if equipment doesn’t arrive on time?

Is it specified in the contract how much will be deducted for each day of delay? This needs to be clarified

1. Have the ability to make predictions, prepare budgets in advance, estimate the workload, and stock up on materials in advance. 2. Specify delivery times in the contracts for complete sets of equipment, as well as penalties for delays. 3. Contact the equipment manufacturers in advance to arrange shipments, and schedule the arrival of multiple sets of equipment in such a way that installation times do not overlap, thus avoiding idle time. 4. Apply pressure on suppliers by suggesting changes to the manufacturer, delaying payments, or deducting deposits

1. Plan the entire project construction process in advance (feasibility study, environmental impact assessment, approval procedures, fundraising or financing, contract signing, procurement, manufacturing, construction, finalization, fire safety inspections, approval for operation, trial production, etc.). For equipment purchase contracts, it is necessary to specify the latest delivery date as well as flexible deadlines for accelerating delivery; by addressing all internal aspects, comprehensive measures for urging timely delivery should be established； 2. Before signing the contract, it is necessary to thoroughly assess the manufacturing manufacturer, including its production capacity, the volume of equipment it can manufacture under existing contracts, its acceptable production level, its ability to provide upfront funding, and the number of its own employees ； 3. Assign dedicated personnel to the design institute to follow up on the delivery of drawings; if necessary, introduce incentive measures to accelerate the overcoming of bottlenecks in the procurement and manufacturing of equipment and materials, which can **reduce the manufacturing cycle, especially for drawings related to end caps, housings, and forgings** ； 4. Assign dedicated supervision personnel at the manufacturer’s site to monitor equipment quality and construction progress ； 5. At present, with the transparency of unit prices and increasing competition, the profits of equipment manufacturers have declined significantly. Construction units can purchase equipment manufacturing supplies or materials in large batches directly, and bulk purchasing of such materials can reduce the amount of capital that manufacturers need to invest as well as the time spent on procurement processes ； 6. Given the tight schedule, appropriate incentive conditions should be established for equipment manufacturers; after all, the profits generated by a refining or chemical plant from operating one day earlier can support several or even a dozen manufacturing plants, which serves as a good example with significant effects. 7. Adjust the sequence in which equipment is requested for delivery dynamically, based on the construction plan and actual conditions at the installation site, so as to coordinate the overall installation progress and prevent situations where equipment manufactured earlier cannot be installed, while equipment that has not yet begun production has to wait urgently for installation.

Follow the delivery contract; be careful next time

You’ll know after experiencing it once that this is a poor choice. The fines agreed upon are usually symbolic, and besides, any further delay will only cause more trouble. It’s better to plan ahead; generally, it’s more practical to send someone to keep an eye on things and urge progress

Send someone to keep an eye on it; it’s not a living thing