All The Process Specifications For The Entire Data Flow Supply Chain – A Competitive Advantage for EPC Businesses

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Supply Chain – A Competitive Advantage for EPC Businesses

In an era of globalization and intense competition, a projected organization, like any other business entity, needs to be adaptive, dynamic and aim for continuous improvement. This is essential, otherwise, its existence will be difficult. In this context, small details prevail; For example, building a strong and optimal supply chain system is a key goal of successful companies and today’s business leaders. And when we say a projectized organization, its core competency is to create and maintain a well-established plan throughout the project phase.

Effective planning can be achieved by optimizing supply chain design and coordinating demand and supply. From there, companies need to execute their plan by properly managing the supply of materials; In short, to deliver the right product, at the right place, at the right time and in the right quantity. It is well known that the corrective actions we are forced to take at the end of the project will result in the highest cost. In this phase, time is limited, resources are limited, budgets are tight, and customer satisfaction must remain intact. For that, the implementation and execution of EPC projects requires close and direct collaboration between the supply chain department and all other internal functional departments (engineering, project management, quality, sales, finance) as well as external stakeholders (suppliers, customers, finance). Institutions, Freight Forwarders, Customs Brokers).

Many of those who manage EPC projects believe that E is usually the most important factor, as it usually depends on decisions made by material procurement or supply engineering. A common setup states that engineering outlines the project characteristics critical to successful procurement progress. In other words, if the engineering is not achieved correctly, the achievement will fail. However, this does not mean that the supply chain has a secondary role in the effective delivery of projects.

During the project initiation phase, just prior to the handover of deliverables, procurement managers must ensure that equipment and materials are purchased at the best offered price, that required delivery dates are met, and that the project is within specifications and quality requirements. Especially when it comes to large and complex projects, content management becomes an increasingly challenging process. The management of sourcing and delivery of materials is critical as any excess or shortage will delay and jeopardize the project. This in turn affects the maintenance of a continuous flow of materials for production, thus affecting the overall project. Material misinformation, such as incorrect bills of materials, delivery errors, receipt errors, and the like, will affect the entire project life cycle and increase project costs. Additionally, dealing with subcontractors outside of the materials management process affects the overall project supply chain as the risk of data inconsistencies increases.

An effective material management system has the ability to integrate the entire material and supply chain work process. From engineering through the entire supply chain to onsite management – ​​project teams need to have online access to up-to-date information throughout all phases of a project. The business payback of effective materials management includes significant cost savings, increased procurement efficiency, and well-established SRM (Supplier Relationship Management) and CRM (Customer Relationship Management) systems.

Effective supply chain management controls material and quantity-related activities by providing:

• Effective business and project requirements management

• Accurate description of content

• Procurement and material traceability and tracking throughout the project

• Forecasts and schedules

• Direct coordination with engineering clients and subcontractors

Finally, whenever complications arise in engineering implementation, the supply chain is strained. Today’s pressures are no different from yesterday’s, but needs, forecasting situations, analyzing risks, setting goals and standards, planning and scheduling work are required more rapidly these days. We can sort the pressures according to their roots. Many gain from engineering; Others are related to finance or supplier or materials management. EPC conflicts with PE and C, without coordinating tasks and activities.

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