The Quandary Conclusions at the Year End The Reason The Need Areas Serves Objectives of Model Strategies and Methods Data Which Fill the Gap The System (Two Models With Advantages and Disadvantages) Project Execution Process
Promoter in Delhi
par got approved
Consultant in Bangalore
Price war !!!
Contractors in Kolkata, Trichy & Mumbai
Profit margin is depleting !!
Site in AP
Deliveries delayed pending amendments
Specs are vague
How much business in the next 3 years ?
Consultant still approving
Source - Domex
BIDDERS & THIER CONSULTANTS
PACKAGE 1 (WTP)
Then follows enquiry
To ERP for execution.
…and contacts only promoters and consultants to
A team of 2/3 engineers at HO gathers & enters projects info.
Top management picks up data for strategic planning
Directions on methods, tools & priorities
Field staff use pinpointed information on packages and bidders for booking orders & send their feedback.
This is an addition to existing system
e. g. 1) TO TOP MANAGEMENT – For policy decisions
2) TO R & D DEPARTMENT – For product development/improvement
3) TO FIELD SALES STAFF -- For preparations on negotiations
… ADVANTAGES Contd.
1) Scheme identified by the promoter.
2) Consultant (being) appointed for preparing DER.
3) Land (being) acquired.
4) Collaboration arrangements being worked out.
5) Statutory clearances applied for.
1) Pre-qualification bids invited.
2) DER (being) prepared.
3) Finances (being) tied up.
4) Schedule firmed up.
5) Discussion with contractors initiated.
1) Financial closure achieved.
2) Statutory clearances received.
3) Contracts awarded.
4) Procurement of equipment initiated.
5) Construction underway.
1) Plant & machinery installed.
2) Trial runs underway.
3) Contractors winding up from the site.
1) Plant handed over to the promoter.
2) Commercial production started.
AT PROMOTER’S END
AT PROMOTER’S END
AT CONSULTANT’S END
AT CONTRACTOR’S END
COMMON FOR ALL STAGES
Document the developments
DATA ON POTENTIAL
FLOW OF INFORMATION
APPROVAL FROM CONSULTANTS
COMMERCIAL TERMS & CONDITIONS
DECISION ON ORDERS
MONITORING OF CapexBD
1) Sections for each project
a) Activities & correspondence in conceptual stage
b) Activities & correspondence in planning stage
c) Co-ordination with branches during implementation
d) Fact sheets for that project summarizing developments
e) Feedback forms from clients in response to seminars
f) MoM or gist of discussions held during internal meetings
2) A File compiling suggestions from branches on improving and measures taken
1) AGENDA TO INCLUDE
a) Progress on each project
b) Problems faced and corrective measures
c) Additional inputs required for fruitfulness
d) Next tasks and timetable
e) Other specific issues
(Participation of top management’s representative is ideal)
ii) Research - subscriptions, phones, tours
Based on actual data
Product group wise, branch wise, state wise, industry wise, etc.
Who, what, how much and when
POTENTIAL FOR EXISTING RANGE
POTENTIAL FOR NEW / FUTURE RANGE
Data for activity planning (e. g. Enquiries still to be received)
Direct hot sales leads to branches
Data for production planning for reducing delivery period
...only a typical list. has much more in store.
Having information is not good enough,
making use of it is critical.
One’s imagination is the only limit for making use of information.