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  • Strategy Consulting

    • Board Support: Strategy validation and modelling, turnaround plans formulation and implementation
    • Deal Screening: Due Diligence expertise across industrials, infrastructure, commercial
    • Business Case assessments: Scenario modelling, ROI/IRR calculations and assessment
    • Appraisal of Existing Assets: Portfolio performance analysis and enhancement, performance improvement plans
    • Program Validation: Feasibility studies, demand assessment

    Program Management Support

    • Program implementation – pre-award: Project controls, cost and schedule control, manage 3rd party design and engineering services, FM strategy
    • Program implementation – post-award: Stakeholders negotiations, design support, contract management, claims and change management, project accounting, construction monitoring, authorities coordination
    • Substantial Completion and Handover: Release of guarantees

    *SC Management Consultants DMCC supervises 3rd party engineering services firms on behalf of clients

    Program Management Setup

    • Review of processes and procedures, including gates / key documents
    • Review, fitness test and re-design of the existing organization
    • Review and stress-test of existing governance structure, including Terms of References, Levels of Authority etc

    Procurement Support

    • Process, Organization Review of the Purchasing function, fitness test, methodologies (procedures, contracts, etc)
    • Review and Cost Reduction of the Current Cost of Goods and Services purchased: need assessment, supplier search and strategic management, RFPs and competitive supplier selection
    • Assumption of operative responsibility for parts of the Purchasing Process

  • Market Feasibility

    • Assessment and sizing of demand for different market segments / product offerings
    • Competitive market landscape (number of units, pricing, timing.…)
    • SWOT analysis of proposed development, including recommendation on possible changes to the affectation plans
    • Iterative definition of revenue optimization, including
      • Target market segments
      • Product characteristics
      • Product mix
      • Pricing
    • Financial modelling, return analysis

    Business Model Validation

    • Stress-testing of Commercial strategy
    • Identification of different growth options and roll-out strategies
    • Modelling of different project delivery options
      • What are the operating options?
      • What are the consequences of a decision?
      • Given a target project IRR and interest rate, what are the financing options?
    • Commercial strategy implementation, including placement documentation
    • Modeling of resulting financials

  • Project 
    Initiation / Planning

    • Revenue Maximization
    • Product Optimization
    • Feasibility Studies
    • Contract Services
    • Consultants Management
    • Appraisal
    • Investor Management
    • Owner representation

    Design Management /
    pre-award

    • Development of initial documents / policies and procedures
    • Manage Design Phase Services
    • Constructability review, Construction Document Review
    • Contract management: preparation / review of tender documents
    • Authorities coordination / stakeholder management
    • Pre-construction support

    Construction Management /
    post-award

    • Construction Contract Administration
    • Management Services
      • Procedures for project admin
      • Manage project contracts
      • Construction Management policies and procedures
      • Cost control
      • Claims avoidance and management, Change order analysis
      • Contract invoices
    • Monitor construction, contract monitoring
    • Manage 3rd party Design / Engineering- services: review errors / omissions, damage recovery
    • QA / QC
    • Progress Reporting and Documentation
    • Project Controls
      • Schedule development and verification
      • Project accounting
    • Field supervision

    Completion /
    into-service

    • Construction close-out support
    • Monitor Defects and Liabilities period
    • Review final payment certificate and final report
    • Release of guarantees

  • Process / Governance Review & Development

    • Program organization fitness test
    • Governance review:
      • Boards and committees
      • Gate criteria / go or no-go decisions
    • Procedure definition, embedding in overall process
    • Policy definition and compliance system
    • Core process steps definition
    • Process mapping, identification of dependencies
    • Support process definition and documentation

    Functional Program Management

    • Owner Representation services
    • Resource management, including SMEs and 3rd party consultants
    • Stakeholder management
    • Status reporting
    • Schedule management
    • Management of Design Reviews
    • Risk management
    • Financial management, cash flow management
    • Scope management (incl. Variation and Change management)
    • Performance management
    • Procurement management
    • Contracts, claims management

  • Procurement Process and Organisation redesign

    • Process review:
      • Need assessment
      • Specs/ Product design
      • Market evaluation
      • Review and development of purchasing procedures
      • RFP preparation and management
      • Supplier selection, negotiation
      • Contracting
      • Ordering, order processing
    • Process co-ordination, strategic and commercial supplier management
    • Operational supplier management, benefit tracking, reporting and information management

    Procurement Cost Management

    • Standardization of parts and services
    • Refinement and broadening of the list of authorized Vendors
    • Set-up of a consistent, multi-rounds RFP process
    • Volume consolidation by category of spend (commodities, specialised categories, etc)
    • Process cost management through implementation of, for example, e-procurement protocols
    • Value engineering / management
    • Process discipline, avoidance of maverick spend

    Operational Purchasing

    • Typically triggered by...:
      • the need to re-staff the Purchasing Department, but without suitable candidates (yet)
      • requirement for a "soft" introduction of methodologies, before the necessary training and organizational re-shuffle
      • the possibility of conflicts of interest arising in parts of the Organization from the procurement of specific categories and consequent need of an independent entity