Major construction company
Business process reengineering for interaction with contractors
Client situation
- Due to unclear processes of services acceptance certificate preparation, problems with payment for work performed, longer approval times for certificates and the inability to track the status of approval in IT systems, contractors were overpaid
Approach
- Analysis of key issues in interaction with contractors, detailed description of current business processes
- Development of optimal target processes, optimization of report formats and approval routes
- Development of roadmaps for transition to new business processes *Support for pilot implementation
1
Successful
Successful piloting and implementation of new approaches to interaction with contractors
2
More
More than 500 million rubles saved as a result of implementing new processes during the consultant’s work
3
Tools
Tools for tracking the timing of approval of acts in information systems configured
Construction company (SME+)
Operational efficiency improvement and trust asset management
Client Situation
- Insufficient control over the holding company's operations by the main shareholder led to a deterioration in the operating and financial performance of the company and its subsidiaries
Approach
- Establishment of a corporate governance system for the holding company (including the Board of Directors) with the participation of consultants in management bodies
- Development and implementation of a budgeting system for the holding company and for individual budgetary units
- Development and implementation of a methodology for assessing the profitability of a project in its early stages
- Conducting an economic audit and optimizing the procurement system
1
Reduced
Labor costs reduced by 3-7% thanks to optimization of headcount
2
Profitability
Profitability of construction work under contracts increased by 5-8 p.p.
3
Increased
Average general contractor remuneration increased by 7-10 p.p.
Major oil and gas production company
Improvement of the capital construction management process
Client situation
- Different approaches to contracting in various divisions of the company, depending on the area of activity, required a transition to a unified contracting system for the procurement of works, goods, and services for the implementation of capital construction projects
Approach
- Analysis of the capital construction unit’s activities with a detailed description of the selection process and procurement scheme
- Development of a target model describing the changed approach to organizing the contracting process
- Development of a project implementation plan for introducing a contractor contracting system
- Formulation of proposals for the adjustment and development of new company policies in the field of procurement of goods, works, and services
1
A new target
A new target contracting model was developed based on the use of standard contract templates governing customer-supplier relationships
2
A unified
A unified system for evaluating, classifying, and accrediting suppliers was developed
3
A six-month
A six-month plan for implementing the contracting system was drawn up, including KPIs for evaluating the effectiveness of the implementation process
Major engineering company
Development of recommendations for business process optimization
Client situation
- Given the company’s entry into the holding company and the rapid development of core competencies that may be in demand beyond the holding company, there was a need to optimize processes for interacting with the parent company, as well as internal business processes
Approach
- Diagnosis of five pilot business processes, clarification of development benchmarks
- Analysis of Russian and international experience in organizing engineering activities
- Development of top-level alternatives for improving the management system and optimizing business processes
- Development of recommendations on the target logic for the distribution of powers and responsibilities between the company’s and holding’s divisions, as well as on the optimization of business processes
1
Initiatives to optimize
Initiatives to optimize business processes were developed and presented to the customer
2
The potential effects
The potential effects of business process optimization were calculated: more than 60 billion NPV due to accelerated project implementation, 150 million rubles per year due to optimization of two functions
3
Hypotheses
Hypotheses for improving the management system were formulated