- Distinguish offer, acceptance, counter-offer and the battle of the forms
- Apply the NASC 17-point quotation checklist to any tender
- Identify the 12 categories of pre-tender information a client must provide
- Build a Schedule of Rates using the NASC 32-item template
- Calculate daywork rates using the RICS Prime Cost method
- Pick the right qualification clauses from NASC CG12:19
- Prepare for and survive a pre-contract meeting
- Identify the seven highest-risk commercial pitfalls at tender stage
Managing Your Quote
Before you can win a job you have to quote it. That quote rests on how you read the scope at the time. It might come from a site visit, an enquiry form, drawings, a BOQ, a set of minutes, or a scrap of paper with a sketch on it.
Enquiries come in all shapes. A text message. A scrap of paper. Or a formal package with hundreds of CAD and PDF drawings, Revit files, BOQs, presentations and the main contractor's terms.
As a rule, the more information you have, the better you can price. But main contractors often dump hundreds of documents on you, and most of them have nothing to do with your scope. That is deliberate. It lets them say you were given the full scope. If you did not read it properly, the risk is yours.
If you are lucky, you were given a clear specification and a programme to work to. The problem is what happens next. By the time the subcontract arrives those documents may have been replaced, changed or updated, and you may never have seen the new versions. Programmes especially.
Projects are rarely a complete, defined scope at tender. Even small jobs change. Complex ones change constantly. A moved wall, a new route for the HVAC or the electrics, any of it can hit your scope. Expect to revise a quote more than once. Sometimes the changes are minor. Sometimes they change your terms.
Once you sign, the contract scope becomes your obligation. That means the scope in the Works Information and the drawings attached to the subcontract, not the scope you had in mind when you priced it. The two can differ a lot.
This is why document control matters. Tracking revisions tells you what changed, and lets you go back later and see why you priced what you did.
Your quote defines your price. The subcontract defines your scope. If there is a gap between the two, you generally have to deliver the contract scope at the quoted price. The way out is to spot the gap and formally agree a variation before you start, which later modules cover.
Fortunately, by the time you come to signing a contract, the rates for most of the job are agreed in principle. Any scope changes just need to be addressed.
What the contracts say about your quote
The Rule isn't just industry wisdom, it's written into every standard form. Here's how each handles the relationship between your quotation and the signed contract.
| Topic | JCT SBCSub/C 2016 | NEC3 ECS | Scaffolding Contract 2018 |
|---|---|---|---|
| Contract prevails over quotation | The Subcontractor shall carry out and complete the Sub-Contract Works in accordance with the Sub-Contract Documents. The conditions govern (Clause 2.1) | The Subcontractor provides the works in accordance with the Works Information. The Works Information, not the tender, defines the obligation (Clause 27.1) | Nothing in the Scaffolding Contractor's quotation or offer shall override or modify these terms of Contract. These terms take precedence over any conditions attached to the Scaffolding Contractor's quotation (Clause 2.1) |
| What this means in practice | Your SBCSub conditions govern the job, not your quote covering letter or inclusions/exclusions list | The Works Information attached to the subcontract governs. If your tender assumed a different scope, the Works Information wins | The contract conditions override your quotation. If your quote said "subject to our standard terms", those terms are subordinate unless they're explicitly incorporated into the signed subcontract |
If you quoted with exclusions and qualifications and the signed subcontract does not mention them, they are gone. The Scaffolding Contract says so at Clause 2.1. Get your qualifications written into the subcontract, or recorded in the pre-contract meeting minutes, before you sign. After that the window closes.
Where each document sits
Before you can argue terms you need to know which documents exist on the job, where each one sits, and what each one binds you to. Tap any box to see what it does.
Why Pricing is the Big One
Pricing is where the money's won or lost, that doesn't mean the rate you apply to a specific scaffold or hour of labour. It means the considerations and exclusions you make when tendering. Those are what decide whether you keep the money on a job or lose it. If your considerations and exclusions do not carry through into the contract, you are working on the main contractor's terms. Every module that follows is, in some way, damage control for what was not covered at tender.
Most subcontractors price quickly, then spend the job arguing. This module discusses how to price properly using our own industry guidance from NASC.
The pricing could and should consider everything you may or may not need to provide to the MC. As an example, it could be the number of designs allowed for. Does every job need a design? Are the scaffolds standard or non-standard? Do they need Category 1, 2 or 3 design checking? Have you allowed for carrying time, or is moving material mechanically on the main contractor? These things are where it can become unclear at a later stage if it hasn't been considered at pricing and then rolled in to the contract.
Price slow, build fast. Price fast and you'll pay for it on the job, because every disputed item has to be re-argued.
- Poor contract management loses the average organisation 9 to 11% of contract value annually. Pricing is the origin of every line in that loss. (World Commerce and Contracting)
- Sums in dispute averaged 33.4% of contract budgets across 2,200 international construction projects with combined CapEx of USD 2.43 trillion. (HKA CRUX Insight, 2024)
Quick definitions, commercial terms used throughout this module
- Flow-down: where terms from the main contract are passed down to your subcontract. If the MC's main contract has 5% retention and 60-day payment, the MC will try to flow those terms down to you. If you don't read the main contract, you take them blind.
- LADs (Liquidated and Ascertained Damages): a pre-agreed sum the contractor must pay for each day or week of delay past the completion date. Set in the contract before work starts.
- Retention: a percentage of every payment held back by the client to secure your performance. Typically 3% to 5%. Half is released at practical completion, the other half at the end of the defects period. Note that a defects period belongs to trades leaving something permanent behind, so it does not sit comfortably with temporary works. It is still commonly applied to scaffolding subcontracts, which is why it is worth challenging.
- Pay-when-paid: a clause that says you only get paid when the MC gets paid. Now void under the Housing Grants, Construction and Regeneration Act 1996 (HGCRA) except in upstream insolvency.
Estimate, Quotation, Tender
In English law, estimate, quote and tender all mean the same thing. So do the informal words, price and bid. Each one can contain an offer that is capable of being accepted outright. The common belief that an estimate is not binding is wrong.
What does happen is that your quote gets replaced by the documents that follow it, above all by the contract once it is agreed. So carrying the right terms out of your quote and into the contract is how you protect yourself.
All three words can have the same meaning, they contain an offer capable of unconditional acceptance.
Treat any pricing document you issue as potentially contractual. If you don't want it accepted, mark it as an indication only, an indicative price, subject to XYZ.
Battle of the Forms
A contract is formed when an offer is accepted. That acceptance might say it is on the main contractor's terms and drop yours. Or you might reply, we accept subject to our standard terms. That is a counter-offer, and it kills the original. From there either side can accept, reject or counter again, and it can run through several rounds.
Clients often take your rates and scope and paste them into their own format, or send a purchase order carrying the rates and almost no wording. Counter those as soon as you can, with your terms attached. Silence is treated as acceptance.
It's easy to get lost with back and forth of documents. A track change document is useful to send back with a rejection. This will help you to keep up with comments and changes, it also provides a record of change should you need to revisit it at a later date. We've provided a template in the downloads.
In practice both sides fire terms back and forth until each feels safe. But once you mobilise kit and men your bargaining position drops away. You are no longer the priority, and the contract can drift.
It is common to start on a letter of intent (LOI) or a small-value order while the contract is finalised. That happens a lot, and it carries its own risks. Get as much agreed as you can while the pressure is still on the main contractor to start the work.
Butler Machine Tool v Ex-Cell-O Corporation [1979] 1 WLR 401: Buyer's order with their terms, seller's acknowledgement on different terms, the acknowledgement was last and prevailed.
Acknowledge every order in writing the same day. State your quote terms govern. If you don't, the MC's terms will.
The NASC 17-Point Quote Checklist
NASC offers a lot of guidance on the contractual side of projects. CG8:24 sets out 17 items every scaffolding quote should cover. The first nine belong in the offer itself. The last eight, the asterisked ones, can live in your standard terms of trading. They do not need repeating every time, but your quote should point to them: standard terms and conditions apply.
Items 1 to 9, in the offer
- Identify the site, parties and corporate status. Date and reference number on the quote.
- State a lapse date for the offer.
- Provide accurate, detailed descriptions of the work: type of scaffold, safe working loads, lifts, dimensions.
- Itemise the price of each separate scope of work, including extra hire, totalled to the contract price.
- State hourly labour rates (daywork rates) and any limits on their use.
- State the discount position, discounts apply only if specifically agreed and tied to payment terms.
- Identify who is responsible for surface preparation.
- Describe the method of tying and the client's provisions.
- State the period of notice required to commence work and anticipated erection and dismantling times.
Items 10 to 17, in standard terms
- Payment terms compliant with the Construction Act (Part 8, LDEDC Act 2009).
- Retention position, none unless specifically agreed.
- Equipment responsibility on site and charging for losses or damage.
- Allocation of responsibility for property damage and personal injury.
- Method for measuring and valuing variations.
- Mechanism for delays and extensions of time.
- Method of dispute resolution: adjudication, arbitration or litigation.
- E&OE (Errors and Omissions Excepted).
The quotation is the foundation of every commercial argument that follows. The 17-point checklist is the most important commercial discipline in scaffolding.
Pre-Tender Information
NASC CG13:18 lists 12 categories of information the client should give you before you price. Without it, the scaffold plan cannot be drawn up properly.
There is no legal duty on them to provide it. If you choose to price with less, that is your call. It just raises your risk. Where there are unknowns, name them, and clearly exclude them from what you have priced.
Many scaffolders price without ever seeing the main contract or the Pre-Tender Information. This unknowingly accepts flow-down of LADs, retention and punishing payment conditions.
The twelve categories CG13:18 says the client should provide
- Site Location Details, site plans, access and parking restrictions, nature of site, working hours.
- Anticipated Usage, what works are carried out from the scaffold, which trades use it, boarding requirements, lift configuration.
- Programme, scaffold commencement, hire period, scaffold completion. Phasing, partial completion, adaptions and alterations.
- Nature of Supporting Structure, supporting ground suitability, supporting structures, imposed loads, back-propping.
- Inherent Hazards, asbestos, fragile materials, power cables, services, railway proximity, restricted access, public interface.
- Loading Tower or Bay, strengthened sections to receive material handling loads or packaged materials.
- Cladding or Sheeting, unclad, debris netting or solid plastic sheeting. Fire-retardant requirements.
- Tying, method of tying, client provisions, restrictions to main structure, listed-building constraints, occupied premises.
- Decking, lapping, plywood overlay, anti-slip strips, gap-cover protection.
- Safety Requirements, additional guardrails, trap doors, self-closing doors, loading bay gates, signage, tagging, inspections, harness anchorage, rescue plan.
- Access and Egress, stair towers, ladders, number of access points, internal versus external ladders.
- Commercial Considerations, form of contract, LADs, design requirements, road closures, pavement licences, notice periods, permits, possession times, discounts, retention, payment terms, delays and EOTs, insurance minimums, welfare, hoisting and craneage, dispute resolution.
If the client hasn't given you the information, ask in writing before pricing. Pricing without is the moment risk transfers from them to you.
The Four Pricing Structures
There are different ways and methods to price a job. Each shifts risk between you and the client differently. Know which one you're under. You may have more than one pricing model on a project or with a main contractor.
The pricing structure may be yours to choose, or it may arrive from the main contractor as a BOQ with a stated method of measure (MOM). Bigger jobs can carry more than one. It might be a fixed-rate remeasurable contract with a daywork provision for modifications. It might be a simple daywork rate for direct hire, with a percentage uplift on equipment hire.
Lump sums carry a lot of risk. Be sure of the volume, the design and the schedule before you commit. If the volume turns out higher than you allowed for, that is your cost. Variation provisions still apply if the scope itself changes.
The four structures
- Lump sum, one fixed price for a defined scope. You carry quantity risk.
- Schedule of Rates, priced list of activities, quantities measured as work proceeds. Client carries quantity risk; you carry rate risk.
- Daywork, time and materials, paid by the hour. Used where work cannot sensibly be measured.
- Target cost (NEC C/D), cost up to a target, with overruns and savings shared.
The industry-standard formula for building daywork rates. Calculates basic labour cost (the prime cost) and applies a percentage uplift for overheads and profit. Plant is valued separately at RICS plant-rate schedules. Materials at cost plus a small percentage. JCT contracts reference this definition by default.
Schedule of Rates
A priced list of activities used to value variations to a lump sum contract. Rates agreed at award; quantities measured as work proceeds. Your SoR should also state the method of measure (MoM) against each rate, so there is no argument later about how a rate is applied. NASC CG11:22 has a 32-item standard schedule from the Scaffolding Contract 2018, plus a height-band uplift table (6m, 12m, 18m, 24m+). Treated by courts as a fair industry benchmark.
The UK construction industry's standard rulebook for measuring building work. It defines what counts as a unit, and how each one is measured. Useful for scaffolders because it gives you a recognised reference when you define per m², per linear metre or per lift in your SoR. If the client's QS measures variations under NRM2 and your rates do not match, you lose value at final account.
The CIOB's methodology for building rates from the ground up: labour cost + plant cost + materials cost + on-cost (overheads, profit, risk). Useful for scaffolders because it gives a defensible structure when the client challenges your daywork rate or your variation pricing. "Built up using the CIOB Code" is a stronger argument than "that's what we charge".
Daywork
Daywork is an alternative to valuing work by measurement. Used when work can't be priced on a measure, like for specific non-standard designs, modifications or the client specifically only wants men.
Two ways to express daywork rates
- All-inclusive hourly rate, separate rates for normal time, time-and-a-half, double time
- Basic rate plus percentage addition, using RICS Definition of Prime Cost
The 7-day submission rule
Daywork sheets must be submitted to the MC for signature within 7 days of the work. Late = the claim may be invalid.
A signature confirms attendance, not the value. Daywork is only worth anything if the paperwork's on time and the rates are already agreed and considered in the contract.
Minor adaptations charged at quoted Dayworks Rate plus 150%.
Qualification Clauses
NASC CG12:19 collects 11 sections of scaffolding-specific clauses. Bolt them onto your quote, or carry them in your standard terms, to close the common risk gaps. It will not cover everything. CG12:19 deals with common risk, so project-specific risks still need thinking through on their own.
The clauses every quote should consider
- Tying responsibility (1.2 to 1.6)
- Foundation suitability (3.1 to 3.7)
- Pavement licence responsibility (4.1 to 4.12)
- Boards moved by others, at customer risk (5.1, 5.2)
- No sheeting design unless agreed (6.6)
- 110V power and welfare provided free (7.6, 7.7)
- Permit-to-work delays at daywork (7.16)
- 7-day contra-charge notice (9.11)
- Statutory interest reservation (9.5)
Pre-Contract Meetings
The Pre-Contract Meeting (PCM), or Post-Tender Clarification Meeting (PTC), is your last chance to negotiate before work starts. The main contractor calls it to review your bid. You are close to award at this point, but it is not guaranteed. They may be running the same meeting with up to two other bidders.
The competitor rates may be similar. It is the terms and conditions inside each bid that separate the winning one from the losing one.
This is where the main contractor may try to split the pack on payment terms, extra scope, or a cut in rates. So know which of your terms and considerations genuinely matter, and which ones you can live without.
A lot of companies attend without preparation and agree to unfavourable terms under pressure and get rolled over by the terms agreed in this meeting.
Know what matters to your costs, your price and the successful delivery of the job and what you can manage. Don't be afraid to negotiate. You'll get more respect and give the client more confidence that this isn't your first time doing this.
This is, in practice, your last negotiation meeting. Know in advance what you are willing to give up and what you are not. If your cash flow is strong enough to carry longer payment terms for the length of the job, that might be the thing you concede. Something that costs you on site every week is not.
Don't sign anything in the meeting. Ask for the minutes of meeting (MOM) and/or the PTC (post tender clarification) to be sent to you for review. Take a day or so and read and re-read, if you're happy, sign and return. That document will form part of the contract as record of what has been agreed.
Arguably this should be the most important meeting of the entire contract.
Four pitfalls to avoid
- Clients get their issues resolved; you don't
- In the euphoria of being awarded, you agree to things you'll regret
- You're railroaded into on-the-spot decisions
- You're asked to agree to documents (H&S, quality) without reading them
Take them away, read them carefully, sign them in your own time.
Silence equals acceptance. Respond in writing within 5 working days to errors or omissions.
Risk Pricing
Some risks can't be quoted away. They have to be priced. The big three: LADs, retention, and one-sided payment terms flowing down from the main contract.
12.1 LADs in your subcontract
LADs are unusual in scaffolding subcontracts but main contractors increasingly try to flow them down. NASC CG19:18 recommends resisting LAD sums above 10% of order value. The modern test for whether a LAD is enforceable comes from Cavendish.
LADs in subcontracts are unusual. Resist sums above 10% of order value.
LADs across the three forms, and a critical absence
| Topic | JCT SBCSub/C 2016 | NEC3 ECS | Scaffolding Contract 2018 |
|---|---|---|---|
| LAD provision | Liquidated damages at the rate stated in the Sub-Contract Particulars (Clause 2.32) | Delay damages at the rate stated in Contract Data Part 1, triggered if the Subcontractor does not meet the Completion Date | No LAD clause in the standard form. The contract contains no provision for liquidated damages against the Scaffolding Contractor |
| Flow-down risk | LADs from the main contract may be flowed down to the SBCSub rate, negotiable but common | Delay damages in NEC3 ECS are standalone, not automatically derived from main contract delay damages | Any LAD provision must be introduced by the MC as an amendment to the standard form. It is not there by default |
The Scaffolding Contract 2018 standard form has no LADs in it. If a main contractor wants liquidated damages on your subcontract, they have to add a clause. That makes it an amendment, which means you can negotiate it, cap it, or resist it. The test from Cavendish Square Holdings v Makdessi [2015] UKSC 67 requires the sum to be proportionate to a legitimate commercial interest.
12.2 Retention
Standard 3%. Challenge anything above 5%. Half released at scaffolder's PC (not main works); rest at end of defects. Do not let it be released solely against the main contract PC, your scaffold finishes earlier and your retention should follow.
Worth watching: a full ban on retention payments in construction contracts is under government consultation. Nothing has changed yet, and no date is fixed, but it is a live policy discussion rather than a settled position. Price on the retention in front of you today.
- £240 million of retention money is lost annually in UK construction due to upstream insolvency. (Pye Tait for BEIS, 2017)
- 40% of UK contractors increase tender prices to offset retention risk, inflating overall project costs. (Pye Tait for BEIS, 2017)
12.3 Payment terms
B2B can't exceed 60 days unless expressly agreed and not grossly unfair. Public sector cap 30 days.
Statutory right to charge interest at base rate + 8%, plus a fixed sum (£40 / £70 / £100 by debt size).
- Only 29% of UK contractors pay their subcontractors within 30 days. (HM Government Late Payments Consultation)
- Late and non-payment costs the UK construction industry an estimated £6 billion every year. (Construction Industry Council)
Apply it: how do you handle each risk?
Estimation and Pricing Software
More scaffolding-specific pricing and estimation software keeps coming to market. It can help you track the process, create quotes, and bring some structure and consistency to the job. Like any software there is a learning curve, and some packages are more flexible than others.
They are good at carrying terms through and prompting you for the requirements. What they cannot do is take on your responsibility for knowing and considering what is being priced. The system is only as good as what you put into it, and how well you use it.
Software in estimating, pricing and commercial management should not stand in place of understanding how a job is priced and commercially run. Use it to improve how your business operates, not to fill a gap where that understanding should be.
Some software to consider using could be:
- ScaffPlan
- Hi-Viz
- Smartscaff
- Baton
- Avontus
Systems like ScaffPlan for SketchUp are straightforward tools that let you draw a scaffold quickly and accurately, and get a BOQ and a drawing out of it. These can also be exported in 3D and used in the quote so the client can see what you've actually considered.
Late Payment Reform on the Way
- The UK government's late payment reform programme will cap maximum payment terms at 60 days, with a target to reduce to 45 days no earlier than 2027. Mandatory statutory interest at 8% plus base rate will apply on every late payment. A full ban on retention payments under construction contracts is in the consultation. (HM Government; CMS Law, 2024)
Seven Highest-Risk Commercial Pitfalls at Tender Stage
- Allowing the client to change scope, programme or conditions at the PCM without re-pricing.
- Attending the PCM alone, no second pair of eyes on the deal.
- Signing the minutes at the meeting rather than reviewing them in your own time.
- Being intimidated, bullied or rushed into on-the-spot decisions.
- Accepting LAD flow-down above 10% of order value without challenge.
- Accepting retention without challenge, especially the 5%+ rates or release tied to the main works PC.
- Accepting payment terms beyond 60 days B2B (or 30 days for public-sector work) without an explicit, justified agreement.
Action Checklist
- Acknowledge every order in writing, citing your quotation terms
- Issue every quotation against the 17-point NASC CG8:24 checklist
- Request missing pre-tender information in writing before pricing
- Define which pricing model your quote is built on
- Give every quotation a stated validity period, and refresh the price before honouring an expired one
- Never sign meeting minutes at the meeting
Case Study: The Listed Building Tender
Eight decisions, one per learning objective in this module. Walk through the case as if it were on your desk. Each wrong call costs real money. Each right call sets up the next decision. The best path takes you from tender enquiry to a signed, protected job, applying every principle from this module in order.
Downloads
Practical tools for pricing and contract handover. Save them and use them on the next quote.
Module 2 Quiz
10 questions. Pass mark is 80% (8 out of 10 correct).
Complete.
You can now apply the NASC 17-point checklist, build a Schedule of Rates, set daywork rates, pick the right CG12:19 qualification clauses, prepare for a Pre-Contract Meeting, and counter a PO that tries to substitute the MC's terms for yours. Module 3 takes you inside the contract itself.
- Module 3: Understanding Your Contracts
- Module 4: Technical Documentation and Design
- Module 5: Programmes and Logistics
That is the free part of the course done. Modules 3 to 9 cover contracts, design, programmes, HSE, project controls and payment rights, finishing with the course debrief and your certificate of completion. One payment, lifetime access.
Sign up for notification when the full course becomes availableReferences
Harvard-style referencing applies throughout the course.
NASC Commercial Guidance
- NASC (2024) CG8:24 Preparation of Quotations. London: National Access and Scaffolding Confederation.
- NASC (2022) CG11:22 Preparation of Schedule of Rates. London: National Access and Scaffolding Confederation.
- NASC (2019) CG12:19 Contract Clauses. London: National Access and Scaffolding Confederation.
- NASC (2018) CG13:18 Pre-Tender Information from Client. London: National Access and Scaffolding Confederation.
- NASC (2018) CG14:18 Pre-Contract Meetings. London: National Access and Scaffolding Confederation.
- NASC (2021) CG17:09 Commercial Checklist. London: National Access and Scaffolding Confederation.
- NASC (2009) CG18:09 Daywork. London: National Access and Scaffolding Confederation.
- NASC (2018) CG19:18 Liquidated and Ascertained Damages. London: National Access and Scaffolding Confederation.
- NASC (2022) CG7:17 Late Payment of Commercial Debts. London: National Access and Scaffolding Confederation.
Standard Forms of Contract
- Construction Industry Publications Ltd (2018) Scaffolding Contract 2018: Form of Contract for the Erection, Hire and Dismantling of Scaffolding. Birmingham: Construction Industry Publications Ltd.
- Joint Contracts Tribunal (2016) Standard Building Sub-Contract Conditions (SBCSub/C 2016). London: Sweet & Maxwell.
- NEC (2013) NEC3 Engineering and Construction Subcontract (ECS). London: Institution of Civil Engineers.
RICS
- RICS (2nd edn) New Rules of Measurement (NRM2): Detailed Measurement for Building Works. London: Royal Institution of Chartered Surveyors.
- RICS (current edn) Definition of Prime Cost of Daywork carried out under a Building Contract. London: Royal Institution of Chartered Surveyors.
- RICS (Black Book current edn) Cost Reporting and Variations. London: Royal Institution of Chartered Surveyors.
CIOB
- Chartered Institute of Building (current edn) Code of Estimating Practice. 8th edn. Bracknell: CIOB.
- Chartered Institute of Building (2022) Code of Practice for Project Management for the Built Environment. 5th edn. Chichester: Wiley-Blackwell.
Industry Reports and Research
- CMS Cameron McKenna Nabarro Olswang LLP (2024) Late Payment Reform: What UK Construction Developers and Contractors Need to Know. Available at: cms.law.
- Construction Industry Council (2025) The £6 Billion Question: Why is Construction Still Paying Like It's 1999. Available at: cic.org.uk.
- HKA (2024) CRUX Insight Eighth Annual Report: From Insight to Foresight. Available at: hka.com.
- HM Government (2024) Late Payments Consultation: Tackling Poor Payment Practices. London: Department for Business and Trade. Available at: gov.uk.
- Pye Tait Consulting (2017) Retentions in the Construction Industry. BEIS Research Paper No. 17. London: Department for Business, Energy and Industrial Strategy. Available at: gov.uk (PDF).
- World Commerce and Contracting (n.d.) Stopping the Leak: The Value of Contracts. Available at: worldcc.com.
Legislation
- Sale of Goods Act 1979, c. 54. London: HMSO.
- Supply of Goods and Services Act 1982, c. 29. London: HMSO.
- Unfair Contract Terms Act 1977, c. 50. London: HMSO.
- Late Payment of Commercial Debts (Interest) Act 1998, c. 20. London: TSO.
- Late Payment of Commercial Debts Regulations 2002, SI 2002/1674. London: TSO.
- Late Payment of Commercial Debts Regulations 2013, SI 2013/395. London: TSO.
Case Law
- Butler Machine Tool Co Ltd v Ex-Cell-O Corporation (England) Ltd [1979] 1 WLR 401.
- Cavendish Square Holdings BV v Talal El Makdessi [2015] UKSC 67.