This document discusses cost control proposals for construction projects. It proposes using either a separation order or cost-on-order approach. With separation orders, costs are more transparent as different contractors are responsible for different parts of the project. However, aftercare is an issue. Cost-on-orders make costs and maintenance fees clear upfront but the general contractor handles all aspects. The company assists with cost analysis, verification, and control through the different phases of a project to keep it within budget and deliver quality.
Aeronautic manufacturing industry is facing huge challenge : production ramp up, new launch, etc
Increase use of suppliers has complexified programs management and
Vendor or supplier risk management is an evolving discipline in operations management for manufacturers, retailers, financial services companies and government sector where the organization is highly dependent on vendors to achieve business objectives. Outsourcing, globalization, lean supply chain initiatives and supplier rationalization have contributed to a highly fragmented model, where control is often several steps removed from the corporation. While these models have allowed companies to reduce overall costs and expand quickly into new markets, they also expose the company to the risk of a vendor suddenly going bankrupt, closing operations or being acquired ,resulting in delivery disruptions, business continuity challenges leading to poor servicing to end user requirements.
In order to overcome outsourcing industry risk challenges & provide comprehensive vendor risk management solutions spanning industry sectors to enterprises, we’re pleased to launch our Vendor Risk Management services in addition to our existing bouquet of Risk advisory, Consulting, Training & Human Capital Services. Our services are offered through our multi location delivery centres in major metros with total presence in 11 Indian cities network.
Vendor or supplier risk management is an evolving discipline in operations management for manufacturers, retailers, financial services companies and government sector where the organization is highly dependent on vendors to achieve business objectives. Outsourcing, globalization, lean supply chain initiatives and supplier rationalization have contributed to a highly fragmented model, where control is often several steps removed from the corporation. While these models have allowed companies to reduce overall costs and expand quickly into new markets, they also expose the company to the risk of a vendor suddenly going bankrupt, closing operations or being acquired ,resulting in delivery disruptions, business continuity challenges leading to poor servicing to end user requirements.
In order to overcome outsourcing industry risk challenges & provide comprehensive vendor risk management solutions spanning industry sectors to enterprises, we’re pleased to launch our Vendor Risk Management services in addition to our existing bouquet of Risk advisory, Consulting, Training & Human Capital Services.
Aeronautic manufacturing industry is facing huge challenge : production ramp up, new launch, etc
Increase use of suppliers has complexified programs management and
Vendor or supplier risk management is an evolving discipline in operations management for manufacturers, retailers, financial services companies and government sector where the organization is highly dependent on vendors to achieve business objectives. Outsourcing, globalization, lean supply chain initiatives and supplier rationalization have contributed to a highly fragmented model, where control is often several steps removed from the corporation. While these models have allowed companies to reduce overall costs and expand quickly into new markets, they also expose the company to the risk of a vendor suddenly going bankrupt, closing operations or being acquired ,resulting in delivery disruptions, business continuity challenges leading to poor servicing to end user requirements.
In order to overcome outsourcing industry risk challenges & provide comprehensive vendor risk management solutions spanning industry sectors to enterprises, we’re pleased to launch our Vendor Risk Management services in addition to our existing bouquet of Risk advisory, Consulting, Training & Human Capital Services. Our services are offered through our multi location delivery centres in major metros with total presence in 11 Indian cities network.
Vendor or supplier risk management is an evolving discipline in operations management for manufacturers, retailers, financial services companies and government sector where the organization is highly dependent on vendors to achieve business objectives. Outsourcing, globalization, lean supply chain initiatives and supplier rationalization have contributed to a highly fragmented model, where control is often several steps removed from the corporation. While these models have allowed companies to reduce overall costs and expand quickly into new markets, they also expose the company to the risk of a vendor suddenly going bankrupt, closing operations or being acquired ,resulting in delivery disruptions, business continuity challenges leading to poor servicing to end user requirements.
In order to overcome outsourcing industry risk challenges & provide comprehensive vendor risk management solutions spanning industry sectors to enterprises, we’re pleased to launch our Vendor Risk Management services in addition to our existing bouquet of Risk advisory, Consulting, Training & Human Capital Services.
Using the CMMI-SVC to Transform an Organization into a High-Functioning, Cust...Henry Schneider
As a company grows and matures from a startup entrepreneurial venture to a sustainable corporation, the departments and company services that begin as good ideas expand and evolve to support the company’s growing business. Many times these services simply develop without any strategic vision resulting in institutionalized behaviors that are incompatible with the company’s business goals and objectives. Consequently, the transition to a larger corporation becomes a challenge. A notable example is a company’s Engineering Services Department.
When people think of Engineering Services, the Customer Support or Help Desk team is what first comes to mind. However, other services such as Product Training, Field Services (product installation and troubleshooting), and Engineering Sales Support may be provided as well.
As a product development company begins selling product, the Customer Support function becomes one of its first service offerings whether or not it recognizes it as such. In addition, it is natural for the focus of the Customer Support function to be on pleasing their customer base, as many sales are contingent upon repeat business and word of mouth until the company and its product line become established in the marketplace. Nevertheless, without a clear idea of its charter and strategic direction to support business growth and identify new markets and service offerings, the Customer Support Specialists focus instead on supporting their customer base on non-company and non-product issues and questions that consume internal resources without any tangible benefit to the company. Once a company starts banging its head on the “glass ceiling” as it attempts to grow, the leadership may recognize that its current Engineering Services approach does not support its strategic business goals and objectives.
In these circumstances, the company is not necessarily interested in implementing the CMMI for Services (CMMI-SVC) and becoming appraised to either Maturity Level 2 or Maturity Level 3. However, by using the Continuous Representation, the CMMI-SVC can provide the needed guidance to help a company restructure and reorganize its Engineering Services approach in order to become a profit center or revenue generating function.
In this presentation, we will present a case study for OMNI Flow Computers, Inc., a company that specializes in the design, development, and manufacture of panel-mount multi-run, multi-tasking liquid and gas flow computers, and field-mount, hazardous area controllers/RTUs for liquid and gas custody transfer metering systems. The challenge facing OMNI was to develop its Engineering Services Department into a high-functioning, customer-driven profit center. OMNI’s Engineering Services Department consists of three groups: Customer Support, Training, and Engineering Field Services. Customer Support handles customer questions, concerns, and issues. The Training group provides training on the OMNI product line to its customers and users. Engineering Field Services provides on-site troubleshooting services on an as-needed basis.
As the Training and Engineering Field Services groups were recent additional capabilities, Customer Support presented the biggest obstacle to overcome. Noted management consultant Peter Drucker declared several years ago that Quality in a service or product is not what you put into it. It is what the client or customer gets out of it. Moreover, an obstacle to achieving this objective was one of the core challenges faced by the department: developing an appropriate customer focus and developing new service offerings. A major reason for these challenges is the nature of OMNI products. OMNI's customers integrate their products into custody transfer systems that involve a wide variety of large-scale hardware and electronic equipment from other manufacturers. OMNI’s customers usually develop and commission these systems for their clients and end users. Therefore,
Opportunities For Existing Buildings - Deep Cut EmissionsMichael Skelton
This paper investigates the opportunity,
costs and benefits of making deeper cuts
than the minimum of 25% of greenhouse
gas (GHG) emissions by 2020 (as
required in the Bali Road Map) in the built
environment.
Course on Regulation and Sustainable Energy in Developing Countries - Session 9Leonardo ENERGY
Session 9 is devoted to Energy Services Companies (ESCOs). First, it introduces the Energy Performance Certificates concept and EPC contractual approaches. Then, it presents the need for measurement and verifications (M&V). It presents different ESCOs models:
the utility-based ESCOs with the cases of Croatia and Uruguay;
the Governement-based ESCO with the case of India;
the private sector ESCO with the case of China.
It concludes with the examples of institutional development schemes in Tunisia and Ivory Coast.
This white paper, authored by Jeffrey Katz of The Vertex Companies, Inc., (VERTEX), outlines how to determine if construction completion costs are reasonable. If an owner terminates its contractor for cause, or if a general contractor or construction manager terminates one of its subcontractors for cause, it owes the terminated party as well as its surety, if applicable, a duty to incur only the reasonable and necessary costs to complete the work. In other words, the non-default party has a duty to mitigate the costs of completion.
Using the CMMI-SVC to Transform an Organization into a High-Functioning, Cust...Henry Schneider
As a company grows and matures from a startup entrepreneurial venture to a sustainable corporation, the departments and company services that begin as good ideas expand and evolve to support the company’s growing business. Many times these services simply develop without any strategic vision resulting in institutionalized behaviors that are incompatible with the company’s business goals and objectives. Consequently, the transition to a larger corporation becomes a challenge. A notable example is a company’s Engineering Services Department.
When people think of Engineering Services, the Customer Support or Help Desk team is what first comes to mind. However, other services such as Product Training, Field Services (product installation and troubleshooting), and Engineering Sales Support may be provided as well.
As a product development company begins selling product, the Customer Support function becomes one of its first service offerings whether or not it recognizes it as such. In addition, it is natural for the focus of the Customer Support function to be on pleasing their customer base, as many sales are contingent upon repeat business and word of mouth until the company and its product line become established in the marketplace. Nevertheless, without a clear idea of its charter and strategic direction to support business growth and identify new markets and service offerings, the Customer Support Specialists focus instead on supporting their customer base on non-company and non-product issues and questions that consume internal resources without any tangible benefit to the company. Once a company starts banging its head on the “glass ceiling” as it attempts to grow, the leadership may recognize that its current Engineering Services approach does not support its strategic business goals and objectives.
In these circumstances, the company is not necessarily interested in implementing the CMMI for Services (CMMI-SVC) and becoming appraised to either Maturity Level 2 or Maturity Level 3. However, by using the Continuous Representation, the CMMI-SVC can provide the needed guidance to help a company restructure and reorganize its Engineering Services approach in order to become a profit center or revenue generating function.
In this presentation, we will present a case study for OMNI Flow Computers, Inc., a company that specializes in the design, development, and manufacture of panel-mount multi-run, multi-tasking liquid and gas flow computers, and field-mount, hazardous area controllers/RTUs for liquid and gas custody transfer metering systems. The challenge facing OMNI was to develop its Engineering Services Department into a high-functioning, customer-driven profit center. OMNI’s Engineering Services Department consists of three groups: Customer Support, Training, and Engineering Field Services. Customer Support handles customer questions, concerns, and issues. The Training group provides training on the OMNI product line to its customers and users. Engineering Field Services provides on-site troubleshooting services on an as-needed basis.
As the Training and Engineering Field Services groups were recent additional capabilities, Customer Support presented the biggest obstacle to overcome. Noted management consultant Peter Drucker declared several years ago that Quality in a service or product is not what you put into it. It is what the client or customer gets out of it. Moreover, an obstacle to achieving this objective was one of the core challenges faced by the department: developing an appropriate customer focus and developing new service offerings. A major reason for these challenges is the nature of OMNI products. OMNI's customers integrate their products into custody transfer systems that involve a wide variety of large-scale hardware and electronic equipment from other manufacturers. OMNI’s customers usually develop and commission these systems for their clients and end users. Therefore,
Opportunities For Existing Buildings - Deep Cut EmissionsMichael Skelton
This paper investigates the opportunity,
costs and benefits of making deeper cuts
than the minimum of 25% of greenhouse
gas (GHG) emissions by 2020 (as
required in the Bali Road Map) in the built
environment.
Course on Regulation and Sustainable Energy in Developing Countries - Session 9Leonardo ENERGY
Session 9 is devoted to Energy Services Companies (ESCOs). First, it introduces the Energy Performance Certificates concept and EPC contractual approaches. Then, it presents the need for measurement and verifications (M&V). It presents different ESCOs models:
the utility-based ESCOs with the cases of Croatia and Uruguay;
the Governement-based ESCO with the case of India;
the private sector ESCO with the case of China.
It concludes with the examples of institutional development schemes in Tunisia and Ivory Coast.
This white paper, authored by Jeffrey Katz of The Vertex Companies, Inc., (VERTEX), outlines how to determine if construction completion costs are reasonable. If an owner terminates its contractor for cause, or if a general contractor or construction manager terminates one of its subcontractors for cause, it owes the terminated party as well as its surety, if applicable, a duty to incur only the reasonable and necessary costs to complete the work. In other words, the non-default party has a duty to mitigate the costs of completion.
Are Your Training Partners Living Up to Their Promises?Kelly Condron
According to Training Magazine’s
2006 Industry Report, 27% of small
and 71% of large companies
outsource some or all of their
custom content development. To
establish and maintain successful
partnerships, you should select the
right outsourcing partner,
continually assess established
partners, identify measures up-front
in the contract, and make a
commitment for mutual success.
The project balance sheet is like its accounting cousin: a double-entry two-side view of the project. It reflects the sponsor's view and the PMO view and the gap in between
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
An introduction to the cryptocurrency investment platform Binance Savings.Any kyc Account
Learn how to use Binance Savings to expand your bitcoin holdings. Discover how to maximize your earnings on one of the most reliable cryptocurrency exchange platforms, as well as how to earn interest on your cryptocurrency holdings and the various savings choices available.
In the Adani-Hindenburg case, what is SEBI investigating.pptxAdani case
Adani SEBI investigation revealed that the latter had sought information from five foreign jurisdictions concerning the holdings of the firm’s foreign portfolio investors (FPIs) in relation to the alleged violations of the MPS Regulations. Nevertheless, the economic interest of the twelve FPIs based in tax haven jurisdictions still needs to be determined. The Adani Group firms classed these FPIs as public shareholders. According to Hindenburg, FPIs were used to get around regulatory standards.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
1. Proposal of Cost Control for
Construction
Keikakuin Ltd. manages the cost and
assists leading the project to success
through our cost-control-focused
Construction Management
2. Problems of Separation Order
Developer
CM tie-up
Keikakuin
Ltd.
Contract Contract Contract
Separation of Orders
General contractor Reserved contractor1 Reserved contractor2
Merits of the Separation Order Disadvantage of Separation Order Result:
■Clearer cost transparency ■Problem of Aftercare The effect of the cost
(Possible to control the cost of wholesale can be confirmed.
traders and trading companies.) To solve this issue, contract negotiations Cost-effectiveness
■The early order is possible. with manufacturers and construction in the quality and the
■Wider choices of manufacturers and companies are made. construction cost can
overseas orders in FF&E and construction be estimated.
materials.
3. Examination of Cost On Order
Case1 Advantage to Developer
Developer Order by initial budget
(In fact, it is based on deficit
budget. The budget gap
should be filled somehow. ) ●The proof of grounds is positively
Contract Maintenance Construction promised along with validity and the
fee Fee cost verification of the amount of
money of the construction presentation
and the amount of money of the
presentation of the developer.
General contractor
Keikakuin Ltd. ●The validity of the cost presentation of
the general contractor and the
manufacturer can be confirmed by
Contract
Effect verifying the cost and uneasiness is
of cost canceled.
●Strict cost management makes possible
to maintain the quality and value of the
Manufacturer project, and the cost which works for
the quality improvement of the building
The quality and the cost can The cost assessment of the becomes possible.
be managed by proving not manufacturer and the construction
company becomes possible
an impossible assessment by the construction cost
but grounds from an comparison and the assessment
exaggerated initial budget. service by our company.
4. Case Study in Cost Verification of Our Company
Case study
1 Estimate analysis and comparison of each company in tender (From foreign countries if necessary)
2 Separation of labor and material
3 Analysis and comparison between cost and profit when a part of construction materials is separated
4 Comparison of the estimate between the tendered companies and a new company D
5 Analysis and comparison of estimate excluding the traders who are separate and compared in 3.
Client
Keikakuin Ltd.
Cost Management
Tender Best price
Construction company A,B,C Evaluation
CASE 1 CASE 2 CASE 4
Material
Bid comparison
separation
of each company
Company A’s Company B’s Company C’s Estimation
Labor
estimate estimate estimate of a new
Material company D
CASE 3 Partial separation
5. Advantage and Disadvantage of Separation Order And Cost On Order
At the Separation Order At the Cost-On Order
The transparency of the cost increases, Clear. Because the construction
Cost Transparency ○ ○ expense and the maintenance fee are
previously decided.
and the cost control becomes possible.
Advanced order for each construction type is Advanced order for each construction
Advanced Order ○ possible. It leads to shortening the term of
works.
○ type is possible. It leads to shortening
the term of works.
It is guaranteed not through the general General contractor is in charge of the
Risk on Purchaser’s Side ○ contractor but each manufacturer and
construction company.
○ maintenance of the construction. No
contract needed with Sub-contractor.
No need to handle by each one since it
Although it is not maintained by the general
is only through the general contractor,
Aftercare △ contractor but the purchaser, there is no
problem in terms of maintenance.
△ but, time and the cost must be taken
into consideration.
Our Company Fee - Our fees cannot be compared because it is counted in accordance with the work volume.
6. Work Phase Planning
phase1
・Presentation of cost calculation of rough estimate according to plans.
・Cost analysis by a construction company at the time of tender.
・Consultation of purchasers of FF&E and ordering system (Separate Order
and Cost-On Order), and cost analysis by comparison.
・Preparation of presentation materials and meetings.
phase2
・Cost verification of VE and CD after bidding.
・Cost analysis of prices listed by manufacturers, suppliers, and distributors
of procurement (ex. FF&E).
・Cost verification of separation order.
Phase3
・Presentation of cost analysis through materials.
・Final report reflecting on the result of cost control.