Successful capital project management requires successful contract management.

Having experience in submitting proposals and performing work under contract, as well as, issuing tender packages, selecting successful bidder, and administering engineering and construction contracts gives me a breath of knowledge that far exceeds the typical supply-chain-manager.

As senior estimator for construction companies, I have seen contracts from ranging from:

1. Mom-and-pop companies to the Bureau of Reclamation and Army Corp of Engineers (with DERs and FARs),
2. totally reimbursable to lump sum,
3. publicly bid to privately negotiated, and
4. well defined scopes to conceptual engineering.

During project execution, I have:

1. Approved progress payment certificates with over 12,000 unit-price lines for contract of over $450 million,
2. Approved contractors schedule of values for progress payment (lump sum contracts),
3. Supervised three contract administrators on a $300-million contract,
4. Administered, by myself, an annual contract volume exceeding $100-million,
5. Set-up contract administration procedures for local-local contractors (in Ghana local contractors completed scopes of work less with value of than $10,000 for a $100-million resettlement site. At times we had over 45 contractors working),
6. Developed automated procedures for populating contract forms with names, numbers, scopes, etc,
7. Advised management to separate supply from installation to expedite delivery and argue general conditions at leisure, and
8. Initiated contract close-out procedures on a brown-field project where it was a foreign concept to SCM.