Our advisory services deliverable are based on gaining an understanding of clients’ query, thorough research on the subject, in-house threadbare discussions on all possible solutions, considering myriad options, application of knowledge and past experience on the issues and providing an informed opinion on the query. Our two main advisory services are Project Finance and Business Process Re-engineering among others.
Our experience with project financing has resulted in an extensive knowledge base and relationships with many leading commercial, investment and merchant banks, government export credit agencies and development agencies.
We are seasoned in developing commercial and financial strategies, appropriate for each individual project that optimize investor returns and properly allocates risk among project stakeholders. We also work side-by-side with clients as part of commercialization and finance teams set up to realize the successful financial closing of projects.
Our pool of Financial Experts have enough experience in developing and financing projects in many different geographic locations and industry segments, we are proud of our success on projects. Our Project Finance Group is truly unique in its global focus. The depth of our project development and finance teams enables us to field multiple teams simultaneously to handle the most complex transactions. We maintain close relations with leading independent firms in virtually every other jurisdiction in which projects are undertaken or financed.
Main Features of Project Financing :
Feasibility Analysis :
BPR is the redesign of business processes for substantial improvement. Said simply, it is the redesign of the way work is performed. A process is any series or combination of tasks or activities which produce a result. The result could be a machined part, a drawing, or a requisition for materials.
Business Process Re-engineering is approached by examining the strings of processes or cycles. Cycles are sequences of recurring successions of processes or events. The cycle time is the time from the beginning of the first step of the process until the beginning of the first step of the next process. Processes can be decomposed into smaller activities. Every business has basic cycles that govern the way that paper is processed, parts are manufactured, and decisions are made. They may be documented in the form of procedures or routing. Examples of business cycles are customer order, product development, production, and procurement.
When a cycle ends, a lot of non-value adding time has been consumed that may constitute 90-95 percent of total time. Some of the time is lost in travel, some is lost in the processing backlog, and some may be lost diverting a customer's order to a credit department for release. If you can identify the non-value added time in the cycle, you can devise ways to eliminate the causes.
Business Process Re-engineering involves the radical redesign of core business processes to achieve dramatic improvements in productivity, cycle times and quality. In Business Process Re-engineering, companies start with a blank sheet of paper and rethink existing processes to deliver more value to the customer. They typically adopt a new value system that places increased emphasis on customer needs. Companies reduce organizational layers and eliminate unproductive activities in two key areas. First, they redesign functional organizations into cross-functional teams. Second, they use technology to improve data dissemination and decision making.
How Business Process Re-engineering works :
Related Topics
BLC's Capabilities
Understanding Current Process in place
When a particular process is reviewed, information with regard to the process will first be obtained and analysed. Such information will include matters such as objectives of the process, current state of the value stream, focus areas, action plans, key performance areas, volumes, monetary values, number of personnel, complexity of activities, effectiveness of interface between different systems and extent of computerisation.
Risk identification
Risks will then be identified for each element of the process.
Risk Assessment
Once the risks have been identified in a process, they are classified as high, medium or low. This will enable us to ascertain the extent of the controls required to manage the related risks for each element of the process.
Redesign processes
Redesign the current processes in place having a long term view and minimising risk likelihood and impact. The redesigned processes will then be documented in Standard Operating Procedures manual based in best practise.
Set job roles and responsibilities
Jobs and responsibilities are redefined across of levels so at to synchronise with the new procedures.
Implementing IT system in accordance to the processes
We shall assist management in implementing and adjusting the IT system so that it fits into the agreed processes and results to maximum efficiency. Management information systems and required reports will be defined at this stage.
Business Process Re-engineering’s advantages to the organization :
Companies use Business Process Re-engineering to improve performance substantially on key processes that impact customers. Business Process Re-engineering can :
Reduce costs and cycle time
Business Process Re-engineering reduces costs and cycle times by eliminating unproductive activities and the employees who perform them. Reorganization by teams decreases the need for management layers, accelerates information flows, and eliminates the errors and rework caused by multiple hand-offs.
Improve quality
Business Process Re-engineering improves quality by reducing the fragmentation of work and establishing clear ownership of processes. Workers gain responsibility for their output and can measure their performance based on prompt feedback.