NEWH - August 2003 - (Page 32)

international purchasing: the challenges to overcome… by: Elisa Whaler, Bray Whaler, Inc. editor: Nancy Bohnett, International Woodwork Corp. As the soft Basian breezes cooled the project site of many talented artists and craftsman, one team was heavily relied upon to pull it all together. To survive an International client and project, one needs to possess the following traits: patience, flexibility, an understanding of conversion, having an open mind, stamina, and the social skills to work with any culture and any language. The greatest tool of course being, “To speak the owners language”. So, why then is this project any different? I personally have never done a project out of this country, so I asked Elisa Whaler and the team at Bray Whaler to share the additional factors that are represented in an International project. The purchasing and procurement firm of Bray Whaler, had previously shown their strengths with several projects in the Orient, justifying a company philosophy of: “Our professional team of caring and talented individuals sees challenges only as an ability to grow and learn, allowing us to press through to a vast array of resources and solutions.” This project was in the West Indies, yet spanned multiple countries: the Design team was in England, the furniture came from all over Europe, United States, Canada and the West Indies, and all the while, Bray Whaler coordinated the procurement from Colorado. The International team provided an understanding of hospitality that each was able to respect and learn from. Every project is approached in different ways, and with this location and team, each member needed to stay ahead of the time restraints, and be prepared to welcome the unusual. One found that working under the stipulations of the Basian government, interpreting British codes, or working around the variety of International holidays was just a beginning to the learning process. In reflection to the differences within the team and the location of the project, they faced: language terminology, codes, currency, shipping, and installation experiences that brought on many humorous and fun stories. If stated: “The one-offs are coming x-factory? Did you tender ABC Co.? Please send the fabric to fit-out company.” Your reply would be? The British English language had various language sayings or slangs for typical purchasing terms, which became common during the project, and questionable when they stopped hearing them. 32 A most important aspect of the project was the funding and budgeting: what currency, the timing of the negotiated price, and how? This project was fortunately funded by a US Bank, and was budgeted in US dollars. The negotiations were locked in each countries currency, and then converted to US dollars. Each company was then paid in their respective currency. Other conversions were fabric widths, fire codes and lighting components: of which the designer specified in European terms. The fire codes were crib, so the upholstery was treated to meet crib 5, which Bray Whaler learned was equal to our NFPA 701 with FR acrylic backing. The electrical also produced a need to cross over, and was overseen heavily. European lighting designers and manufacturers were asked to comply with American electrical specifications and standards, such as “J” box covers and cables, while building to supplied templates. The guest rooms were built to “state of the art” remote comfort, which also required needs for electrical components to comply with the various momentary switches located around the room. The manufacturing of the FF & E was from the West Indies, Europe, United Kingdom, and the United States. Upon the need to coordinate and ship, the owner chose one central staging area in Miami. The owner had some privileges with customs and government for ease of clearance in West Indies, and the overall time from England, Miami and Barbados was less than ten days. As projects go, Bray Whaler did experience the normal challenges of: bad weather, floods within certain manufacturer’s plant, and a tube strike in England. A variety of Bank Holidays different than ours, and illness and island fever from the owner’s management staff justified some difficulties in communication from time to time. Typically communication was never a challenge from a purchasing standpoint, with the positive interfacing of technology. The time change between Europe and West Indies allowed great use of the email system, allowing web order placement and most answers being dealt with within a twelve to twenty four hour period. The owner had requested the use of local businesses, so

Table of Contents for the Digital Edition of NEWH - August 2003

NEWH - August 2003
Contents
Letter From the Editor
Hospitality News
On the Road Again
Calling All Entries
Tips on Specs
The Creation of the Ritz-Carlton Golf Resort
Signature Golf Resorts
Designing a Golf Clubhouse
International Purchasing
Creating a Vision for Clubhouse Renovations
Signage for Today’s Golf Resort
The History of Nightclubs
To See and Be Seen
Appealing to the Senses
Marysol–Real and Magical in the Windy City
The Juggling Act—The “Ooh and Aah” vs. Value Engineering
Cork—Not Just for Wine Bottles Anymore
Lessons Not Learned: Life Safety Issues From the Cocoanut
Small Business Advice...
Things to Consider When Building, Renovating or Expanding
Industry Partner Education
Sources and Credits
Bios

NEWH - August 2003