PORT 2020C/The story of the Competition
|PERIOD 5: "'Future Axis' take the narrowest of leads"|
After a period of intensive trialling the University of Portsmouth (Campus based) Enginuity 2020 Competition is underway, with a competitive field of 10 teams all battling for supremacy against their peers. And so to the early action, and the pacesetters after impressive 36% growth are "Future Axis" with 1,360 pts. However, the early leaders cannot rest on their laurels with "BIGAS" only 1 point behind in second place, with "Cubix Construction" also very close on the heels of the pacesetters. It is early days, and there are sure to be plenty of twists in the weeks ahead as the journey through the Early Years unfolds.
The early signs are that the competition will be very competitive, with all the teams improving their overall position in period 5. However, this was not unexpected. After being formed at the beginning of period 1, overhead costs were incurred whilst the companies were being established, without any profits being generated. The companies were now in a position to generate profits against a more stable overhead base, and this was reflected in improved operating profits. Of course, growth will be impossible without an effective strategy, and all the management teams have had time to think about this carefully, and come up with a set of objectives to deliver business success for their stakeholders.
Looking in more detail at the world economies, 2019 saw some dramatic economic and political changes in the UK.
Prime Minister Theresa May's Brexit deal was rejected several times by Parliament, and the UK did not exit the
European Union as originally planned at the end of March. Theresa May then resigned, and Boris Johnson became
the new PM, and promised to secure Brexit by the end of October, but his minority government's new Brexit deal
was also thwarted. However, a majority victory in the General Election on December 12 for the Conservative Party
opened the door for the UK to finally leave the European Union at the end of January 2020.
Further afield, and unlike the UK, the Global economy grew quicker during 2019, at 3%,
with 3.4% expected in 2020, However, the steady pace of expansion in the global economy masks an increase
in downside risks that could potentially exacerbate development challenges in many parts of the world,
according to the World Economic Situation and Prospects 2019.
|PERIOD 6: "A tough quarter see 'BIGAS' take a narrow lead at the top"|
After the impressive growth figures posted in period 5, not unexpectedly period 6 proved to be a much tougher quarter. This was largely driven by the companies being unable to win as much work as they had previously, with the corresponding reduction in forward workload and margin KPIs. However, encouragingly 50% of the teams were still able to post positive growth figures, and there was lots of movement throughout the league table.
At the top of the table the two leaders swapped places with "BIGAS" taking over the lead with with 1,410 pts after 4% growth, the best posted in the quarter, but "Future Axis" are still close on their heels, with "Cubix Construction" holding firm in third. At the wrong end of the table the shareholders of the "Risky Raccoons Ltd" and "Nebula" are beginning to feel nervous as both companies struggled, for differing reasons, and they will be hoping for a return to growth in the next period. Business is often a roller coaster ride, learning from both successes and failures, and every management team will be looking closely at the decisions made in period 6 to make effective ones in the next round.
With KPI points hard earned it will become increasingly important that the management teams look very carefully at every aspect of their business for potential improvements, and those that are most successful in doing so should prosper the most. Two areas that the teams need particular attention are Marketing strategy and Procurement (rival bidders), which are discussed in more detail below.
Marketing is possibly the area of the business that requires the most thought, as there are numerous strategies that could be adopted. The market trend can only be gauged for one year ahead, and not always accurately, and as marketing departments are expanded, the choices of where to direct the marketing effort are wide ranging, by sector, country and job size. The task is not an easy one, but has a major impact upon procurement options, and the future work undertaken, and ultimately on the long term prosperity of the company.
Another important consideration is that rival bidders do not necessarily stick with the same bidding strategy, and as time goes by they can change their strategy according to market conditions. This makes it imperative that teams keep a close eye on the margins rival bidders are applying, and how they may be changing. Evaluating these strategies could make the key difference between success in securing work, or not. To complicate matters even further there may be UNKNOWN rival bidders, and the only clues to these may be in the ENGINUITY NEWS NETWORK (ENN) for the period.
|PERIOD 7: "'BIGAS' going from strength to strength"|
In the real world there may be a lot of turbulence and uncertainty, but not in the simulated world for "BIGAS", who remained top of the table in emphatic style after posting the joint best results in period 7, an impressive 11% growth that saw them pull away from the field with 1,567 pts. Behind them the chasing pack are now led by "Tri", who climbed 2 places, but they only hold a 3 point lead over the ever consistent "Cubix Construction", who held firm again in 3rd. Further down the table "SCE (Social construction engineers)" enjoyed an excellent quarter as they matched the leaders with 11% growth. And both the "Risky Raccoons Ltd" and "Nebula" responded well to previous declines with positive growth figures, much to the relief of their major stakeholders, the latter now tied with "Platinum".
The next period is the last one of the Early Years, and a crucial one for all the teams as they have one last round to strengthen their business before they enter the unpredicatabilty of the Later Years that lie ahead, and every decision needs to be carefully considered.
IEWP = SUCCESS
A leading industry think tank have come up with a simple formula for running a successful construction business.
Another essential part of running a successful business is being able to form an effective Risk Management Strategy to keep the business as profitable as possible. This can take a number of forms, firstly by building sensible risk contingencies into the original bids based upon the likelihood and cost of the risks occurring. Secondly, and just as importantly is mitigating the affects of any risks that strike through targeted investment into risk management companies, using a BIM model if available, and employing the most suitable project managers to jobs in progress. However, even when these mitigating actions are taken, risk can still be costly to job and company profits, and during period 7 problems with site access isssues affected the erection of new onshore wind turbines for the client, First Wind USA, near Palm Springs, California, with an estimated risk cost of nearly 290k before mitigation.
|PERIOD 8: "'Future Axis' make a dramatic move as UNKNOWN bidders wreak havoc for many"|
Period 8 saw major turbulence amongst many of the teams as a number of teams struggled to win new work, with UNKNOWN rival bidders such as The Crayford Road Group and Sharami International undercutting them, and those who put all their eggs in one basket by bidding for just a few jobs suffered the most.
However, there were some success stories, and most notably "Platinum" posted a stunning 24% improvement, the best in the quarter, that saw them surge 7 places up the table to second, but just above them the leaders from period 5, "Future Axis" made a dramatic move from 4th and back to top spot with 1,605 pts after an impressive 17% growth, and they ended the Early Years with a significant 63 point lead over their rivals, but that can easily be wiped away as the teams now enter the unpredictability of the second stage of the competition, known as the later years, when they go 'head to head' in direct competition against each other for work. Watch this space to see the outcome!
Further down the table previous leaders "BIGAS" were one of the teams to succumb to unknown bidders as they lost out on some key bids, slipping 2 places to 3rd, However, in a period when 50% of the teams posted declining fortunes, both "Cubix Construction" and those "Risky Raccoons Ltd" were 2 of the success stories with 6 and 10% growth respectively. The Competition really is reflecting the ups and downs that can occur in the real world being simulated.
Running a successful construction business requires effective internal decisions to be made, such as bidding competitively to win new work, and progressing jobs as profitably as possible. However, external economic, political and environmental WORLD EVENTS can also impact upon the business. Clues to some of the events, but not necessarly all of them, are reported in the ENGINUITY NEWS NETWORK (ENN) each period, and close examination of this valuable new source may influence the current and future strategy of the business.