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forumposter123@protonmail.com's avatar

My wife's architecture firm has to bid on projects that take several years. If costs increase faster than expected they eat a loss.

Coming out of COVID they were getting a lot of work and couldn't hire enough people. Later, it turned out a lot of that work ended up not being as profitable as they thought, because the input cost on construction went up.

While this did cause them to increase activity temporarily it didn't lead to a more effective allocation of resources (some of those projects shouldn't have been done, some of those employees should have worked somewhere else). In addition it's now becoming more common to build big COLAs into the contracts for protection, and a lot of work that should be going into design and planning goes into COLA prediction and negotiation. Many projects, especially with government or other grants, can't change their COLA rates and so they've wasted a lot of time going after these contracts only to learn that they are underfunded.

*I'm using COLA because I can't think of a better acronym for cost inflation adjustment.

Ultimately seesawing inflation does not lead to more sustainable patterns of trade in their industry and diverts a lot of energy into inflation prediction rather than planning and construction. So the Fed can "succeed" by surprising them but that surprise makes them worse at their jobs.

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Frank Conte's avatar

Wonderful post, one of the better appreciations of Robert Lucas. Thank you.

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