Scott AlexanderOther| DRA Mineral ProjectsBryanston, Gauteng, South Africa
As a result of localized business cycles, which in the Engineer Procure Construct (EPC) world are often impacted by the global commodity and business cycles, EPC companies must adopt new methods to remain competitive in existing markets while simultaneously expanding into new regions in an effort to achieve growth. Despite these cycles, global infrastructure spend in EPC projects is projected to grow from the current $4 trillion per annum to an estimated $9 trillion by 2025 as emerging markets enter the developed economy, resulting in further motivation for geographic expansion.
The combination of communication, transportation, and technological advances, along with the natural business cycles of the EPC environment, has created an opportunity for the Global Virtual Engineering Team (GVET) to reshape a company’s Project Execution Plan, and thus the company’s internal structures, to emerge more competitive in the global market. This migration is motivated by both internal and external factors influencing the decision to move away from the traditional co-located project team.
Please take 10 minutes to complete the brief survey below for an MBA Dissertation at the University of Cape Town's Graduate School of Business and contribute to the body of knowledge in identifying the optimal path to success for EPC companies to migrate to a GVET company model.
