Handbook of Construction Management and Organization |
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Page 82
His boiled - down opinion undoubtedly is correct , but surety underwriters want to know why a contractor runs out of money ... Of course , the surety underwriter cannot foresee all the contingencies ; nevertheless , he must keep them in ...
His boiled - down opinion undoubtedly is correct , but surety underwriters want to know why a contractor runs out of money ... Of course , the surety underwriter cannot foresee all the contingencies ; nevertheless , he must keep them in ...
Page 91
A surety underwriter , when checking a contractor's financial reports and current mercantile reports , usually can spot any change in ... If he detects any signs of deterioration , naturally his underwriting decisions will be affected .
A surety underwriter , when checking a contractor's financial reports and current mercantile reports , usually can spot any change in ... If he detects any signs of deterioration , naturally his underwriting decisions will be affected .
Page 95
A surety underwriter is another form of banker - extending credit instead of cash . His confidence in the individual contractor goes a long way in his underwriting decisions . Denial of direct consultation betwen the contractor and ...
A surety underwriter is another form of banker - extending credit instead of cash . His confidence in the individual contractor goes a long way in his underwriting decisions . Denial of direct consultation betwen the contractor and ...
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Common terms and phrases
accounting activities actual additional agreed agreement amount application bank basis become bond building capital changes charged complete concrete considered construction contract contractor cost COST AMOUNT cover detailed determine developed direct engineer equipment estimate expense experience facilities field Figure final financing funds handling important increase interest involved joint venture labor limited loan loss machine maintenance major manager materials matter ment method necessary needed normally operations organization owner paid payment percent performance period personnel plans plant possible practice prepared present problems procedures production profit proposal purchase rates reason received records repair reports responsibility result schedule specifications statement subcontractors supplies surety tion tractor underwriter UNIT UNIT COST usually various