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Strategic procurement

Making the right choices before your project starts

We see procurement as more than a purchasing process. In complex construction, infrastructure and energy projects, procurement is the foundation of a successful project and is therefore strategic by definition: every choice regarding risk allocation, contract type and market approach has an impact throughout the delivery phase.

Why do projects still fail, even after a successful tender process?

The cause often lies not in the contract itself, but in the decisions made before contracting. Risks are often left implicit rather than consciously allocated, and the market is only involved once the most important decisions have already been made. Contract types are also frequently chosen out of habit rather than based on the specific needs of the project, while selection and award criteria tend to focus primarily on price rather than quality and collaboration.

As a result, the allocation of risks does not sufficiently reflect market conditions, and market parties respond more cautiously than expected. This is particularly challenging now that budgets are under pressure, market capacity is limited and administrative pressure is increasing: market parties are less likely to submit bids, and risks materialise differently than anticipated. As a result, organisations are no longer able to stay in control and are instead focused primarily on recovery.

Are you unsure whether your risk allocation is sufficiently aligned with the market?

Procurement as a strategic steering instrument

Insight before the process

We do not start with documents or procedures, but with understanding: what are the objectives, which risks are acceptable, and which contract and collaboration model best suits the project?

Understanding the market before approaching it

Through market analyses, market consultations and supplier dialogues, we gain early insight into expectations, opportunities and risks, enabling us to develop tenders that align with the market.

Not the lowest price, but the best project fit

We develop selection and award criteria that reflect the project’s actual success factors: expertise, delivery capability, collaboration and risk management.

From Tender to Successful Execution

Many organisations see contract award as the final stage of procurement. We see it as the beginning of the next phase: the choices made during the tender and procurement process directly affect project execution. That is why, during the tender and procurement phase, we already look ahead to governance, change processes and contract management.

From tender to successful execution

During the tender and procurement phase, we already look ahead to governance, change processes and contract management, ensuring they align with the practical realities of project execution. We are able to do this because we work across procurement, contract management and project execution on a daily basis, giving us a clear understanding of how these disciplines influence one another. And because we work for both clients and contractors, we understand the interests on both sides.

Our focus is not on paperwork, but on results: not shifting risks, but making them manageable. This results in:

Projects are more manageable from the start
Risk allocation matches the market and project reality
Stronger bids through realistic requirements
Fewer discussions about responsibilities during execution
More stability, predictability and control for clients and project teams

Our track record in practice:

Explore our selection of clients and contractors whom our consultants have recently supported in developing well-considered procurement strategies and robust contracts for complex tender procedures.

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