The earlier AMP understands the project, the more opportunity we have to identify potential sourcing, capacity, and schedule challenges. AMP can begin working with the project team during concept development, engineering, budgeting, specification, estimating, and preconstruction.

At this stage, we focus on the decisions that can ultimately affect procurement and the construction schedule. Earlier visibility creates more options.

Once AMP understands the project’s technical and schedule requirements, we begin developing the sourcing strategy. The objective is not to substitute products simply because something else is available. The objective is to find the best executable solution for the project. That may include evaluating:

Large electrical packages quickly become fragmented. Transformers may come from one manufacturer. MV cable from another. Switchgear from another. Cable tray, grounding, conduit, controls, and specialty products may involve several more.

AMP helps coordinate those requirements around one project procurement strategy.

• RFQ Management
• Manufacturer Coordination
• Commercial Review
• Multi-Category Packages
• PO Management
• Documentation Coordination
• Schedule Alignment

This is where many conventional procurement processes become reactive. The PO is issued, and the project team waits for updates. AMP’s approach is different.

Critical equipment and materials should be actively tracked through manufacturing. AMP coordinates with suppliers to maintain visibility into key milestones and identify potential schedule changes as early as possible.

A promised ship date isn’t enough. Project teams need to know what’s happening between the PO and the shipment.

A large project may involve dozens—or eventually hundreds—of individual equipment and material requirements.

AMP’s project-management approach is designed to create a consolidated view of critical project information.

RISK & SCHEDULE MANAGEMENT

See the Problem Before It Reaches the Jobsite

Supply-chain visibility is only useful if someone acts on the information. AMP’s project-management process helps identify issues such as manufacturing delays, approval delays, material constraints, capacity changes, shipping risk, required-date changes, specification changes, and supplier issues. When potential schedule risk appears, AMP works with the appropriate supplier and project stakeholders to understand the issue and evaluate available options.

• Expediting
• Alternate manufacturing capacity
• Approved product alternatives
• Partial releases
• Shipment prioritization
• Alternative transportation
• Re-sequenced delivery

Manufacturing completion does not necessarily mean the jobsite is ready for the equipment. AMP incorporates logistics into the project plan.

Depending on project requirements, the logistics strategy can include:

Large projects don’t always need everything at once. Equipment may need to arrive according to building, area, phase, floor, electrical room, installation sequence, or construction milestone.

AMP can coordinate staged releases and delivery schedules around the project’s construction sequence. That reduces unnecessary material handling, congestion, storage requirements, and the risk associated with equipment arriving before the site is ready.

As equipment and materials move to the project site, AMP maintains coordination through final delivery.

Project closeout can include:

• Shipment Confirmation
• Delivery Tracking
• Receiving Coordination
• Documentation
• Outstanding Material Tracking
• Final Release Management

Energization is where the work performed throughout the project lifecycle comes together. Equipment has been sourced, manufactured, tracked, staged, and delivered around the needs of the construction schedule. But AMP’s objective isn’t simply to get material to the jobsite. It is to help keep the electrical supply strategy aligned with the project from early engineering through final delivery and closeout.

   ⇒  At the beginning of the project, we ask: What are you building?

   ⇒  Throughout the project, we ask: What does the project need next?

And as the project moves toward completion, the objective remains the same: keep equipment, material, suppliers, logistics, and required dates coordinated around the construction schedule.