BEAM
CONSTRUCTION
- COMPANY. INC
PO Box 129 601 E. Main Street Cherryville, NC 28021 704 435-3206
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Double Payment Proposed Legislation 4
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Co-Chairs Brunstetter and Stevens, members of the LRC, I am Susie Lewis, CEO of Beam Construction. We are a North Carolina company, based in Cherryville, which employs 75 currently and had $42 million-
- in annual volume in 2011.
Thank you for your time in seeking input on the double payment issue. First and foremost, as a General Contractor, we want to make sure everyone is paid for the labor and material they supply to a project. Just as it is unfair for specialty contractors and suppliers not to be paid
- nce, it is unfair for us to have to pay twice.
The good news here is that the solution is simple. All we want is to be notified that a subcontractor or supplier is providing services to our project. Many GC's that do work for public owners have lost money by paying a subcontractor for work and then having to pay a supplier or a e d tier subcontractor again, because the subcontractor the GC paid did not pay his subs and suppliers. This sounds crazy and unfair, because it is. Harm to a Public Owner and the Public
1.
In an effort to mitigate the risk of a 1 s` tier subcontractor not paying his/her bills, a GC can require the subcontractor to supply a performance and Payment bond to the GC. The cost for subcontractor bonds is in addition to the cost of the bonds the GC must provide to the owner. This increases the cost of the project for the owner. This cost generally runs about 0.5% to 0.7%. For example on a $5 million job it adds $35,000.00 to the cost of the project.
2.
Requiring bonds on subcontractors limits the work that can be awarded to small and emerging businesses as they generally do not have the financial capacity to obtain a bond.
3.
If a subcontractor is not bonded, then we must employ additional measures to verify each payment due and to whom the 1" tier subcontractor owes monies to. This takes additional time and personnel, and slows down payments to the subcontractor and the 2nd and 3rd tier subs and
suppliers.
4.
The risk of using a small or under-financed subcontractor is greatly increased by the current
- statute. This further complicates a GC's desire to use underutilized businesses for subcontract
work, because the GC is at risk if a problem occurs, not the public owner.
5.
All of these factors affect the project schedule. Slow payments slow down deliveries. Suppliers cut off deliveries to slow paying customers and this delays work from being put in place.