Holistic Responsibility
We manage not a single trade but the relationships between trades; scope, schedule, cost, resources, procurement, quality, safety, coordination, change management, documentation, and handover are addressed together.
01 / EXPERTISE
Main Contracting
We manage the project as a whole.
Holistic management of the project's scope, schedule, quality, cost, procurement, subcontractor, site, and handover processes.
Main contracting is not simply about running different trades on the same site. Design decisions, contract scope, the procurement process, subcontractors, the work program, site execution, quality control, and handover documentation are all shaped around the same project objective. Borda Yapı manages the projects it undertakes not as a sum of separate work packages, but as a coherent whole of interdependent decisions and activities.
SYSTEM SCOPE
- Contract and scope analysis
- WBS development and master work program
- Procurement planning
- Subcontractor coordination
- Site organization
- Material and sample approval processes
- Quality control
- Occupational health and safety coordination
- Change management
- Punch list
- Provisional and final handover processes
ENGINEERING PROCESS
01 ANALYSIS
02 ENGINEERING
03 COORDINATION
04 IMPLEMENTATION
05 TESTING
06 COMMISSIONING
07 HANDOVER
DELIVERY APPROACH
Delivery decisions that protect investment value
Project Start-Up
A sound site process does not begin on site but with a correct understanding of scope; contract documents, technical specifications, room-finish schedules, and handover criteria are evaluated together from the outset.
Site Coordination
On site, every decision affects another trade; daily execution is evaluated together with the approved design, site conditions, and the requirements of the works that follow.
Planning
A good work program shows construction logic, not just dates; the WBS, milestones, critical path, resources, and procurement lead times are evaluated together.
Procurement and Supply
Having the right material on site at the right time is part of the construction program; technical approval, samples, production, logistics, and site delivery times are all built into the procurement plan.
Subcontractor Management
We bring different specialist teams together around the same project objective; work packages, scope interfaces, site handovers, and technical document tracking are managed together.
Change Management
Projects can change; what matters is that change is managed in a recorded, traceable way. Technical, schedule, and cost impacts are assessed together.
Quality
Quality control is not a final step performed on handover day; it is part of every stage of the process, from material intake to acceptance of the completed work.
Handover
A project is truly finished only when it is properly handed over; as-built drawings, warranty documents, test records, and operating manuals are all part of the handover file.
FREQUENTLY ASKED QUESTIONS
About We manage the project as a whole.
What exactly does a main contractor do?
The main contractor manages the different work packages of the contractually defined construction scope under a single project organization. Responsibility is not limited to carrying out site works; it also covers planning, procurement, subcontractor coordination, technical documentation, quality, safety, progress, and handover processes together.
What is the difference between main contracting and project management?
Project management focuses on planning, coordination, and control functions. Main contracting adds direct responsibility for delivering the contractually defined construction scope. The exact scope is determined on each project according to the contract and the employer's requirements.
Which documents are reviewed before the project begins?
Contracts, technical specifications, construction drawings, room-finish schedules, material specifications, work program criteria, employer standards, and handover requirements are the key inputs for the initial assessment.
How is the work program prepared?
The project is first broken down into manageable work packages using a WBS. The program is then built by evaluating activities, durations, dependencies, milestones, resource needs, and procurement requirements. The critical path and near-critical activities are tracked throughout the project.
How are design changes managed during construction?
A change is first assessed technically, then its impact on cost, schedule, procurement, and other disciplines is reviewed. Approved changes are communicated to the site through a revision-controlled document system.
How are materials approved?
Product datasheets, samples, certificates, and the required technical information are evaluated through the submittal process against the technical specification and project requirements. Procurement and installation proceed only after approval by the employer, consultant, or design team.
Does Borda carry out all work with its own teams?
It depends on the scope and work packages of the project. Some works are carried out by Borda's own execution teams, others by specialist subcontractors or solution partners. What matters in the main contractor role is that all work packages are managed within the same quality, schedule, and coordination system.
Which documents are delivered at project completion?
Depending on project requirements, as-built drawings, product and material information, warranty documents, test records, quality documents, inspection forms, and operation/maintenance manuals may form part of the handover file.
