Procurement Management Consultancy
Procurement management follows a logical order. Our procedural framework helps your company´s engineering and construction projects.
- Planing what you need to contract; and planing how you’ll do it.
- Sending out contract requirements to sellers. Bidding for the chance to work with the client. Helping the client pick the best one,
- Reviewing and Signing the procurement contract .
- Monitoring the process is the key for a successful procurement, it to make sure that the contract is being followed. When the work is done, the client closes out the contract and fill out all the paperwork.
Planing for the whole project is where our framework focuses. Before doing anything else, the client need to think about all of the work to contract out for te procurement project. Planing for purchases and acquisitions the key for Selamina EPCAm consultancy. Here’s where our consultancy to the client side takes a close look at the needs to be sure that contracting is necessary. Figuring out what kinds of contracts make sense for the project, and trying to define all of the parts of the project that will be contracted out.
In our contract planning is where the client plan out each individual contract for the project work. Working out how we’ll manage the contract, what metrics it will need to meet to be considered successful, how the client’ll pick a seller, and how the client’ll administer the contract once the work is happening.
Our procurement management plan details how the procurement process will be managed. It includes the following information:
The types of contracts the client plan to use and any metrics that will be used to measure the contractors’ performance
- The planned delivery dates for the work or products clients are contracting
- The company’s standard documents the client will use
- The number of vendors or contractors involved and how they will be managed
- How purchasing may impact the constraints and assumptions of the project plan
- The coordination of purchasing lead times with the development of the project schedule
- The identification of prequalified sellers (if known)
Our procurement management plan procedural framwork, like all other management plans, becomes a subsidiary of the project management plan. Some tools and techniques you may use during the procurement planning stage include make-or-buy analysis and definition of the contract type.
This means figuring out whether or not you should be contracting the work or doing it yourself. It could also mean deciding whether to build a solution to your problem or buy one that is already available. Most of the same factors that help you make every other major project decision will help you with this one. How much does it cost to build it as opposed to buying it? How will this decision affect the scope of your project? How will it affect the project schedule? Do you have time to do the work and still meet your commitments? As you plan out what you will and won’t contract, you need to think through your reasoning very carefully.
There are some resources (like heavy equipment) that your company can buy, rent, or lease depending on the situation. You’ll need to examine leasing-versus-buying costs and determine the best way to go forward.