A practical guide to navigating today’s market volatility
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Supply chain resilience
Project resilience
Project optimization
Team Culture
Leadership and management plan
• Leadership matters:
Recent global crises have demonstrated the
difference that excellent, consistent and inspiring
leadership can make.
• Crisis response plan:
With rapidly changing geopolitical conditions,
companies should ensure this is constantly
updated to react to the latest circumstances.
• Scenario planning:
Companies should work with their project
team to plan for a more complex business
environment, focusing on aspects such as
materials, people, COVID-19, and
business failure.
Leadership and management plan
• Behaviors:
Companies should implement an active problem-
solving culture and be prepared to handle
uncertainties. Collaboration, aligned objectives,
and transparency are key.
• Practical measures:
Businesses need to ensure prompt payment,
fast decision making to mitigate risk, and
accurate, efficient record keeping.
• Workforce:
Companies must foster a supportive working
environment to attract and retain talent. Scarcity
of labor and skills shortages put more pressure
on existing teams, while concerns around energy
costs, inflation and mental fatigue all add
additional strain.
Team Culture
• Design fixity, quality and maturity:
Businesses must ensure their design concept is
sufficiently worked through to enable their
supply chain to build as intended and to ensure
changes are kept to a minimum.
• Design optimization:
Companies should adopt a ‘less is more’ approach
to materials. A sharp focus on design economics
and circular economy principles will reduce
costs and support longer-term sustainability
objectives.
• Team optimization:
Companies can’t afford to carry waste and must
maintain a sharp focus on cost by keeping things
as lean and efficient as possible, for example by
minimizing role duplication.
Project optimization
• Procurement resilience:
Companies should consider using a shell and
core/fit-out procurement strategy to reduce
longer-term risks associated with cost/program,
as well as early design lockdown on
certain elements.
• Contract resilience:
Businesses should consider to what extent
supplier cost risks are locked down to protect
both themselves and their suppliers.
• Single point of failure:
Companies must identify supply chain risks that
might delay or disrupt a program, such as semi-
conductor availability, supplier failure or critical
contractors, for example M&E specialists or
MMC pod manufacturers.
Project resilience
• Transparency:
Companies must ensure their supply chain meets
updated supply chain expectations iregarding
ownership, funding, and materials sourcing.
• Financial health:
COVID-19 after-effects could be exacerbated by
the Ukrainian crisis, meaning companies should
have sufficient reserves and test the financial
strength of their supply chain, including
assessing their wider contracts.
• Direct sanction impact:
Companies may need to cut links with suppliers
if sanctions are extended, meaning alternative
sourcing plans need to be put in place.
Supply chain resilience
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Supply chain resilience
01
Project resilience
02
Project optimization
03
Team Culture
04
Leadership and management plan
05
Supply chain resilience
01
Project resilience
02
Project optimization
03
Team Culture
04
Leadership and management plan
05
Supply chain resilience
01
Project resilience
02
Project optimization
03
Team Culture
04
Leadership and management plan
05
Supply chain resilience
01
Project resilience
02
Project optimization
03
Team Culture
04
Leadership and management plan
05