ASPIRE is a quarterly magazine published by PCI in cooperation with the associations of the National Concrete Bridge Council. The editorial content focuses on the latest technology and key issues in the Concrete Bridge Industry.

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FOCUS TAKING THE LEAD Kiewit adapts to new delivery methods, new technologies, and changing requirements to build bridges ranging from the simple to the complex by Craig A. Shutt When the state of Missouri Departmentof Transportation (MoDOT) revamped itsentire highway bridge system in 2009,it presented a Kiewit-led, joint-venture,design-build team with a significantchallenge: replace 554 bridges in fouryears while the state refurbished 248existing bridges simultaneously. The teamnot only met the goal but finished in3½ years, completing one bridge every1.6 working days. To accomplish thatfeat meant adapting to new deliverymethods, creating detailed strategicplans, and thinking in innovative ways.Such capabilities help Kiewit adapt tonew challenges every day. “In general, the more complex, difficult,and technical the project is, the better wecompete for the business,” says RalphSalamie, project sponsor (a managementposition) for Kiewit. “Certainly, wecompete and win our share of thesmaller, more traditional infrastructureprojects. But we’re very competitive forthe larger, more complex projects.” Missouri’s $685-million, design-build Safe& Sound Bridge Improvement Programcertainly fits that bill. The state’s initialplan called for the winning bidder todesign, build, finance, and maintainall 802 bridges for 25 years. But whenbids were considerably higher thananticipated, MoDOT removed thebridges that needed rehabilitation andrepackaged the remainder as one largedesign-build project. Kiewit’s jointventureteam built 63 of the 554 bridgesand managed subcontractors for the rest.For more details, see the Spring 2013issue of ASPIRE.™ MORE DELIVERY METHODS Such unusual delivery methods are becoming more common, Salamie notes. “We still do a lot of rip-and-read work, but more is design-build, which gives us the ability to control the process.” They’re also seeing construction manager/general contractor (CM/GC) work grow and have been involved in several P3 (Public-Private Partnerships), in which they team with,or even act as, developers to arrange the financing and long-term operations of a project. “We have had to become more engaged in the process of design, project financing, and long-term operation and maintenance of our alternative delivery projects.”

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