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Walbridge

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Detroit, MI 48226

Company Info

  • Est. 1916
  • Size 500+ Employees
  • Annual Vol Undisclosed

Featured Project Return to Projects List

Detroit Metropolitan Airport, North Terminal Redevelopment

Project Information

Project Location:
Romulus, MI
Approx Contract:
$10,000,000
Status:
Completed
Structure Type:
Terminal - Airport / Bus / Railroad

References

Owner:
Wayne County Airport Authority
Architect:
Gensler Architects (master architect); Ghafari Associates (production designer)

Scope Of Work

Walbridge and Barton Malow teamed up on construction of the new North Terminal at Detroit Metropolitan Airport, one of the first to be fully designed and constructed post-9/11. The North Terminal replaced the outdated Davey, Berry and Smith terminals.

The new two-level, 26-gate terminal modernized the entire airport terminal complex and created a world-class airport facility. The $390 million project established new benchmarks for value-conscious airport facilities.

The terminal’s linear design creates a faster, more efficient path for taxiing aircraft and time-saving convenience for travelers. The upper level is comprised of ticketing areas, luggage check-in, security screening, and multiple shops, restaurants and services. The lower level is reserved for baggage, security areas and other airport functions. The terminal is connected to an existing parking structure via an enclosed skywalk.

Detailed planning and continuous coordination with airport security, information technology, Transportation Security Administration (TSA), and Customs and Border Protection personnel was crucial.

The new terminal was strategically brought online while not causing disruption to existing operations and security. Walbridge completed extensive site infrastructure work, including removal and replacement of 260,000 square yards of hardstand apron paving and remediation of contaminated soil. Work on the new terminal required coordination of more than 80 first-tier subcontractors, along with multiple second- and third-tier subcontractors.

There were 195 value engineering ideas totaling $132 million, of which approximately $15 million were accepted by the Owner.

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