The installation of the client burned domestic waste recapturing the heath to produce energy for the electricity grid. The periodical maintenance was combined during a turn-around life extension program of the plant. Due to this standstill period of the installation, the client had no more income. The goal for the technical team was thus limit the spend of the forecasted budget and to start-up the installation as soon as possible to achieve turnover.
Blue Chain was asked to help the technical team in sourcing of technical subcontractors. These technical subcontractors should be contracted with service level agreements focused on the goals of the client. Blue Chain also performed the contractual follow-up during execution of the turn around with the objective to maintain the budget and timing.
At the end of the program, the installation was renewed in time and a 4% gain on the original budget was achieved. The client was very satisfied with this result because the whole program was in control, which wasn’t the case with former maintenance stops.
The client had to connect with a submarine high voltage cable several offshore wind turbine farms. Normally every wind farm had an own offshore HV-platform. It was calculated that an artificial island was a more smart investment in a public domain. The problem was that only limited contractors were capable for this job. Added with the fact that every contractor had his own working methods and approach in land reclamation. This belonged to the intellectual property of the contractor, and could not be transferred. The design of the island had also an impact on the yearly maintenance costs. Blue Chain was asked to follow the EU-procedure for this investment of 300mio€. The balancing between capex/opex was very important, but also to find the best technical solution. A separate EU-procedure was launched to find an owner’s engineer. Blue Chain and the owner’s engineer selected the best technical solution. The selection was done in multi-stages, because the convergence process was key in the final sustainable solution. Due to the fact that the government reduced the public financing, the project had to stop. The learnings of this tendering track were also used for other key public tenders.
The client was a large electromechanical installer who worked in full service contracts. The client had a large installed base with technical equipment which had to be serviced in two shifts. The fleet of specialized equipment is key in the yard production, but the technical services were not well organized. Although they had high flexibility, the yards felt that they had a poor global service level.
Blue Chain was asked to calculate the make/buy-decision of these technical services.
Together with the client we analyzed the technical fleet and calculated the tariff sheet for this equipment. This should result in a choice to in- or outsource part of the scope. The break-even point between increasing operational costs versus a new investment was also calculated. Next to that the possible suppliers of goods and/or services should be aligned with the internal requirements of the client. Blue Chain managed that all operational and critical stocks of components were placed in consignment. This decreased the downtime of the machines. Due to coordination of planning with the yards, the operational work rhythm became more stable. This increased the motivation of the work force. Spare machines helped to control the incidents.
The new technical organization worked
