How the Pandemic Highlights Growth Opportunities, Efficiencies in the Field

By Phil Bouthillette

Speed is one of the great differentiators in our industry. Before COVID-19 hit, construction firms of all sizes were building and fine-tuning a better mousetrap for scheduling and logistics management that would allow them to gain a competitive edge, and win new business. But the pandemic has upended traditional jobsite workflows and functions, with many well laid-out plans having to be shelved and the ability to improvise and rapidly pivot now a more valuable commodity than ever.

Before tackling how to adapt and evolve, construction superintendents must have a clear view of the playing field they now find themselves in. The Associated General Contractors of America’s 2021 Construction Hiring and Outlook survey reports that nearly two-thirds of respondents said projects are taking longer than anticipated because of the pandemic. A whitepaper recently published by Hoar Construction found new safety protocols and schedule adjustments spurred by COVID-19 can cost an active project approximately 2% of time every day per capita on a work site with 300 employees – roughly 12 minutes of a 10-hour workday. It’s a slow drip, but the cumulative effect creates a logistical headache that can quickly overwhelm a project. Yet even with those headwinds, we are seeing a steady stream of new efficiencies and innovation in the field, with many expected to remain permanent after the pandemic subsides.

Health protocols & upfront investments

New health protocols and cleaning products such as masks, hand sanitizers and disinfectants account for the largest new cost since the onset of the pandemic in March 2020, outranking other expenses associated with material delays and decreased productivity. At a luxury hotel and condo high-rise project in Nashville, Tennessee, Hoar hired a designated laborer to handle daily COVID- 19 sanitizing tasks along with equipment and materials such as hand sanitizing stations, which will add nearly $80,000 to the construction budget.

But an even bigger challenge at the jobsite was screening approximately 200 workers through a temperature infrared gun every morning, a lengthy process that often ate into valuable work time. This issue created anxiety with superintendents from both the concrete trade partner, and Hoar, because of the already tight schedule. After evaluating research produced by one of our concrete trade partners’ CEO, they decided to invest in two facial recognition cameras to provide a more accurate temperature reading, while also getting workers through the gate much faster.

There was an upfront investment involved that required budget revision, but after digging through the numbers they felt the cost more than paid for itself—when considering the risks posed by infected workers coming to the site and spreading the virus, potentially shutting down the project for several days or even longer. Examples like these demonstrate how construction superintendents can add value to their team and development partners by staying in touch with trade partners and simply taking the time to look into creative workarounds to bypass many of the logistical challenges sparked by the pandemic.

Tech tools, innovation & flexibility

Another area of significant innovation we’ve seen is how construction superintendents communicate with their project teams. Tech apps such as Zoom and Microsoft Teams are allowing work crews to virtually work around in-person capacity limits, and there’s no question that those platforms will continue to be a part of normal operations long after the pandemic fades away. But there is still no substitute for face-to-face interactions on critical-focus areas, like safety and quality control. Weekly stand-down meetings are an essential component of what we do, but instead of trying to cram 200-300 people in one room, we now have seven superintendents doing identical presentations at the same time. We’ve added superintendents who previously did not have a safety orientation role, which is allowing them to develop and stretch their muscles in areas such as public speaking and time management.

This versatile approach will certainly become more mainstream in the future, as will an increased emphasis on flexibility. At the Nashville high-rise project, the city mandated that no more than six people at a time could ride in the buck hoist, creating logistical challenges with trade partners and, ultimately, leading us to add a second shift where we scheduled crews to just move the elevators and transport trash. Many superintendents were not accustomed to working off standard hours, but it’s likely they will see more of those requests on certain projects moving forward as developers seek greater cost certainty and minimize spending on additional equipment.

Logistics management & market trends

Those who master the art of materials and logistics management can expect high demand for their skills and services in the years ahead. Supply chain shortages have forced project leaders to place bulk orders much earlier in the project lifecycle than usual, putting a premium on strategic planning for material transportation and storage costs. Where are we going to store it? How are we going to transport it to the jobsite? Do we need additional staff to manage it? Those are some of the key questions that every construction superintendent should have at the top of their list moving forward. A parking garage could be converted into a temporary lay-down area for materials, eliminating storage fees and minimizing transportation costs. When it comes to larger specialty items like millwork or structural steel, the superintendent must pay close attention to market trends and become a real partner with procurement managers, while also enhancing the lines of communication with a wide variety of vendors and suppliers.

The pandemic has created unexpected challenges that have led our profession to mothball many conventional approaches, which are no longer feasible in our new normal. But the opportunities for construction superintendents to grow and help shape the new playing field have never been greater. Those who embrace new creative strategies that adequately anticipate and prepare for potential problems ahead of time, while also incorporating new skill sets, will be in the driver’s seat in the decade ahead and beyond.

Phil Bouthillette is general superintendent at Hoar Construction. For more information, visit hoar.com.