The data for this chapter were furnished by Mr. H. K. Seltzer, C.E., of the Union Bridge and Construction Company, and, in years long gone by, one of the author's principal assistant engineers. As that Company is one of the most experienced and successful bridge-contracting firms in America, what Mr. Seltzer has to say about the economics of his specialty ought to be authoritative.

The Contractor who has been awarded a contract naturally says to himself—"I must do this work as quickly and as economically as practicable." He, therefore, gives thorough consideration to the problem of how this result can be brought about; and, while so doing, he should think not only of the profit he expects to make, but also of the fact that he must maintain his good reputation, and improve it, if possible. In order to complete the work promptly and economically, he should devote careful thought to the following subjects:

1. The Field Organization.

2. Plant.

3. Yards, Wharves, and Tracks.

4. Plans of Buildings and Plant.

5. Materials and Supplies.

6. General.

1. The Field Organization

The man in active charge should have had previous experience, either as a superintendent or engineer of construction, in charge of similar work. It is not absolutely necessary that he should have managed work equally large or important; but he should certainly be a man of character and force. He may be known as Chief Engineer, Manager, General Superintendent, or Engineer of Construction. We shall assume that he is an engineer and that his company has designated him as "Engineer of Construction." He should have the following general assistants, if the size of the work warrant it,—these men to report to him directly:

Assistant Engineer of Construction. General assistant to Engineer of Construction. In charge of field and office engineering work.

Superintendent. In charge of all foremen, including the master mechanic. The superintendent should have complete charge of work in field and should be a capable and reliable man.

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