Sudan Infrastructure Insight Economic Infrastructure and Developments 2025

KIS Consultants

“every dollar spent on a capital project (in utilities, energy, transport, waste management, flood defence, telecommunications) generates an economic return of between 5% and 25%.” World Economic Forum

Background Across the world, inadequate infrastructure presents major economic and social challenges that governments and businesses need to address. Without the necessary infrastructure—from transport systems to electricity grids and water pipelines economies cannot meet their full growth potential and economic and human development. The priority to invest more in infrastructure comes at a time when many African governments are highly indebted and face competing calls on their scarce resources. Improving the planning, delivery, and operation of infrastructure to get more, higher-quality capacity for less money and a boost in infrastructure productivity should be a priority amongst planners. In this report K.I.S Consultancy examined a range of global databases as well as national sources that report both public and private spending on infrastructure. With the exception of a few national sources for transportation data, we used International Transport Forum (ITF) data for road, rail, port, and airport spending; IHS Global Insight for power and telecommunications spending; and Global Water Intelligence (GWI) for spending on water and sanitation. These were the most comprehensive sources available.

Importance of Infrastructure Infrastructure spending drives economic growth, creates jobs, and delivers vital services, such as a clean water supply and transportation links. The World Economic Forum estimates that every dollar spent on a capital project (in utilities, energy, transport, waste management, flood defence, telecommunications) generates an economic return of between 5% and 25%.That multiplier effect accounts for the rapid economic growth of emerging markets that have made infrastructure spending a priority.

Public infrastructure projects can cost significantly and tend to require the assistance of international banks and donors. With financial risks and benefits associated with large scale infrastructure development – government decision makers and planners need to identify the best way to address the economic capability gap caused by a lack of infrastructure. Infrastructure is a cornerstone of a stable and productive society. The right approach to delivering and maintaining transport, housing, energy, waterand communication infrastructure is essential to create a strong and competitive economy and provide social services. Infrastructure projects also offer opportunity for both the public and private sectors.

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Migration and Urbanisation Sudan’s current infrastructure requires significant development to meet the needs of the

growing urbanisation and increasing pressure on the current transportation and water systems.

Investment into infrastructure will pave the way for growth in all sectors of the Sudanese

economy- a strong robust infrastructure is vital to meet future needs.

Population movements and migration from rural to urban districts, such as Darfur to the capital Khartoum has increased the population of Khartoum at an annual rate of 8%. Khartoum has become a popular destination for new residents, business and asylum seekers. The population surge has led to the creation of new schools, hospitals, multi-story residential

buildings and a vibrant commercial activity. The increasing number of road users and vehicles

are also proving challenging for the Khartoum road infrastructure.

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SOCIAL AND ECONOMIC BENEFITS

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India: Electrification to Literacy Rates In the Indian state of Assam, a 1 % point increase in the electrification rate resulted in a 0.17 % point improvement in the literacy rate, suggesting that complete rural electrification of the region could raise the literacy rate to 74 % from 63 %.

Over the next 18 years, emerging economies

are likely to account for 40% to 50% of all

infrastructurespending

Economic Benefits of Infrastructure Development of electricity production and

networks, roads, railways, and strengthening

regional connectivity to facilitate the flow of

production and goods are fundamental in reducing

transportation costs and improving market access.

Infrastructure expansion in Sudan, would aid

inclusive growth by supporting the largest sector—

agriculture—which depends almost wholly on rain water. Expansion and improvement in

agricultural irrigation would improve the efficiency and productivity of agriculture and insulate

it from the variations in weather.

• Every dollar spent on a capital project (in utilities, energy, transport, waste management, flood

defence, telecommunications) generates an economic return of between 5% and 25%.

Social Benefits of Improved Infrastructure Through cost benefit analysis the tangible benefits of providing clean drinking water, robust

sanitation, access routes to health care and medical facilities are significant. Improving a

community’s water and hygiene standards will enhance health standards allowing for a fit and

capable work force that can contribute positively to the economy.

• Upgrading water and sanitation systems in a slum in Ahmedabad, India, reduced health

insurance claims by more than 50 %.

• Female employment rates increased by 9 % after rural households in South Africa gained access to electricity that enabled women to spend less time on housework and more time building micro-enterprises.

• targeting safer and inclusive urban housing and robust social safety nets enhanced social

development

Source: Neel M. Butala, Michael J. Van Rooyen, and RonakBhailal Patel, “Improved health outcomes in urban slums

through infrastructure upgrading,” Social Science & Medicine, volume 71, issue 5, September 2010.

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Job Creation through Infrastructure Projects

• Sudan’s unemployment rate is around 25%

• Failure to meet infrastructure needs could further stifle growth in GDP and employment.

• Low-income countries in central Africa could add as much as 2.2 % points to their annual growth if they had the same level of infrastructure as India or Pakistan, according to Mckinsey Global Institute.

• Infrastructure investment are a rare “win-win” that generally boosts overall economic productivity in the long run and creates jobs in the short term, the latter being of significant importance given the current employment challenges and excess construction capacity in many countries.

• Analysis shows that an increase in infrastructure investment equivalent to 1% of GDP could translate into an additional 3.4 million direct and indirect jobs in India, 1.5 million jobs in the United States, 1.3 million jobs in Brazil and 700,000 jobs in Indonesia.

Cost vs Social benefit of Infrastructure selection

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Government decision makers together with the private sector, select, design, deliver, and manage infrastructure projects, and make more out of the infrastructure already in place.

Cost of not investing in water and sanitation

The human and socioeconomic costs of unmanaged and under-managed domestic waste can be

very high. In India, the 1994 plague epidemic resulted in a loss of tourism revenue estimated at $

200 million; in Peru, a recent cholera epidemic resulted in an estimated loss amounting to three

times the expenditure on water and sanitation for the entire country over the preceding 10

years. In Shanghai, China a major outbreak of Hepatitis A was attributed to sewerage

contamination.

Governments need to make decisions at a portfolio level, evaluating projects as part of a system rather than in isolation.

How to get better Infrastructure? : Focusing on transport (road, rail, ports, and airports), power, and water, as wellas

communications infrastructurethere are 3 main ways to achieve an improvement in

infrastructure productivity:

1. Selecting projects more carefully,

2. Delivering them more efficiently, and

3. Getting more out of existing assets as an

alternative to building new ones

Access to basic human services such as water, sanitation, electricity, and all-weather roads

would need to continue to expand to meet rapid migration and urbanisation rates.

Clean Water and better health

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Effective infrastructure governance systems share six traits: We find that effective infrastructure governance systems share six traits:

1. Close coordination between infrastructure institutions 2. Clear separation of political and technical responsibilities 3. Effective engagement between the public and private sectors 4. Trust-based stakeholder engagement 5. Robust information upon which to base decision making 6. Strong capabilities across the infrastructure value chain

Better Transport

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Global Infrastructure Challenges and Opportunities

Infrastructure Challenge

• $57 trillion Global infrastructure investment needed in 2013–30

• $101 billionannual cost—in excess fuel costs and time— of road congestion in the United States

• 4 years average time to obtain complete permitting for a power infrastructure project in Europe

• Unmetered or stolen infrastructure service e.g 70% of water in Nigeria is “non-revenue”

• $2.5 trillion additional infrastructure financing by 2030 if institutional investors meet their target allocations

• 0 gain in construction sector labor productivity over the past 20 years in Japan, Germany, and the United States.

Infrastructure Opportunities

• $1 trillion annual savings from a viable 60% improvement in infrastructure productivity

• Enhanced procurement - 35% proportion of infrastructure projects rejected upon scrutiny by Chile’s National Public Investment System

• 15% potential savings from streamlining infrastructure delivery e.g 20% reduction in Denmark’s road maintenance costs through a total cost of ownership approach

• 30% potential boost in the capacity of many ports through more efficient terminal operations

• Congestion-charging scheme e.g $1.2 billion overall net present value of Stockholm’s

*Source: McKinsey Global Institute - 2015

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SELECTING THE BEST PROJECTS

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Infrastructure Projects Selection According to research carried out by the Mckinsey Global Institute, improving project selection, delivery, and management of existing assets could translate into 40 % savingsin project delivery.

The Planning Process

1. Improve Project Selection and Optimising Infrastructure Portfolios One of the most powerful ways to reduce the overall cost of infrastructure is to optimize infrastructure portfolios by ensuring the right selection of projects.

Figure 1 – Framework for project selection based on National Policy Often, decision makers invest in projects that do not address clearly defined needs or cannot deliver expected benefits.

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In South Africa, the Richards Bay Coal Terminal cannot

operate at its full potential without an expansion of rail connections to the terminal.

Improving project selection and optimizinginfrastructure portfolios could save $200 billion a year globally. To achieve savings, decision makers must use precise selection criteria that ensure proposed projects meet specific goals; develop sophisticated evaluation methods to determine costs and benefits; and prioritize projects at a system level, using transparent, factbased decision making. Achieving these outcomes requires a goal-driven, analytical, and transparent strategy and planning process with three key components:

I. Identify projects with a clear purpose; II. Evaluate projects using improved cost-benefit

analyses and III. Reference-class forecasting; and prioritize projects at

the portfolio level.

Some of the root causes of poor planning and decision making include the failure to link infrastructure planning to broader social and economic goals, routineunder-estimation of costs and over-statement of benefits. The evaluation of projects often tend to be carried out in isolation rather than as part of an overall system that considers broader socioeconomic development objectives, resulting in incomplete and inefficient solutions that often address local symptoms and conditions rather than network-wide problems. Thisis particularly obvious in cases where highway expansion happens without coordination with local rail systems, or where ports and airports are expanded without solving bottlenecks on connecting roads and rail.

Richard Bays Coal Terminal – South Africa

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In India, up to 90% of road projects experience delays of 15 to 20 % of the planned project timeline because of difficulties in acquiring land.

2. Streamlining Delivery

Speeding up approval and land acquisitionprocesses is vital given that one of the chief drivers of time (and time overruns)is the process of acquiring permits and land. In India, up to 90% of road projects experience delays of 15 to 20 % of the planned project timeline because of difficulties in acquiring land.

Investing at the early-stage at project planning and design can reduce costs significantly by

preventing changes and delays later on in the process when they become moreexpensive.

Enhancing construction industry practices is necessary to raise the productivity, quality and timelines of infrastructure projects.

3. Making the most of Existing Infrastructure Assets

Intelligent transportation systems for roads, rail, airports, andports can double or triple the use of an asset—typically at a fraction of the cost of adding the equivalent in physical capacity. Maintenance planning can be optimized by using a total cost of ownership (TCO) approach that considers costs over the complete life of an asset and finds the optimal balance between long-term renewal and short-term maintenance. By one estimate, if African nations had spent $12 billion more on road repair in the1990s, they could have saved $45 billion in subsequent reconstruction costs. Source: World Development Report - Infrastructure for Development To optimize maintenance programs, nations should assess and catalog needs.

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London, has a 20-year model for pavement deterioration. Denmark has reduced the expense of maintaining its roads by 10 to 20 % by adopting a total cost of ownership approach.

Congestion surveillance systems

London has a 20-year model for pavement deterioration. Denmark has reduced the expense of maintaining its roads by 10 to 20 % by adopting a total cost of ownership approach. Finally, governments need to make more aggressive use of tools and charges that allow them to manage demand. Advances in technology are broadening the rangeand improving the effectiveness of such demand-management approaches. Congestion pricing, widely regarded as the most effectivemeasure to reduce congestion and reduce the need for capacity additions,especially in advanced economies, can be paired with intelligent traffic solutionsto achieve even greater benefits.

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Infrastructure Government Systems Infrastructure governance and delivery system needs to be upgraded in four important practical ways:

1. There needs to be close coordination between the infrastructure authorities responsiblefor the different types of infrastructure, guided by a common understanding of broad socioeconomic goals and the role of each asset class in achieving them.

Switzerland’s Department of Environment, Transport, Energy, and Communications, for example, develops a national infrastructure strategy by unifying approaches in the full range of relevant sectors including the country’s policies on air travel and the information society, its spatial development report, its plan for the transport sector, and its energy strategy. Source: Global Institute- Infrastructure Gap report

2. A clear separation of political and technical responsibilities for infrastructure is necessary; politicians and government leaders set policy goals but should let technical experts create the specific projects and plans to meet these goals.

3. Governments must spell out how they divide roles and responsibilities between the

public and private sectors, establishing clarity on market structure, regulation, pricing and subsidies, ownership, and financing. Many countries are realizing value by expanding the participation of the private sector in infrastructure beyond financing and delivering it to include an active role for private players in identifying and scoping projects.

4. There needs to be trust-based engagement of stakeholders throughout the process to avoid unnecessary delays.

An effective infrastructure system needs two critical enablers—reliable data on which to base day-to-day oversight and long-term planning, and strong public-sector capabilities across the value chain of planning, delivery, and operations.

South Korea’s assesses all major infrastructure projects using a detailed “preliminary feasibility study” (PFS) methodology, and drawing on a multidisciplinary PFS team that involves three or more organizations to help sustain objectivity, consistency, and transparency.

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REGIONAL INFRASTRUCTURE OUTLOOK

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Regional Infrastructure Moves

Let us examine how other countries spend on infrastructure and how it affects their economies.

• KENYA

• DIJBOUTI

• ERITERIA

• EGYPT

• ETHOPIA

• SUDAN

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Infrastructure Investment as a Percentage of Gross Domestic

Product (GDP) across 9 Governments

Global Road Demands

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Kenya: $13bn East Africa Railway project linking Mombasa to Nairobi

KENYA According the African Development Bank, Kenya has channelled almost 27 % of its national

budget from 2011-2016, towards infrastructure.

The country’s medium term plan has indicated that an annual expenditure of $4 billion USD is

required if the country is to resolve the current insufficiency in infrastructure.

Figure 1 : Kenya’s infrastructure development ranking in Africa as indicated by road, rail and

port. Kenya is considered the biggest economy in the East Africa’s region.

(Mombasa to Nairobi line complete Dec 2016)

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$3.4bn, 756km Electric Railway links Addis Ababa to

Djibouti Red Sea Port - completed Oct 2016

DJIBOUTI • Growth of about 7.4% is forecast for 2016,

compared to 6.7% in 2015 and 6% in 2014, an

improvement which has not prevented

widespread poverty or unemployment.

• The budgetary deficit improved in 2015, but the

country’s level of debt remains critical, with a

service economy centred on transport.

• Activities and jobs are largely concentrated in

the capital, which has led the government to

contemplate the development of economic hubs

in the country’s interior

Djibouti is developing its infrastructure, particularly its ports, to promote rapid growth and reduce

poverty. Led by major investment projects, the growth of recent years (6.7% in 2015 and 6% in 2014)

will continue, with rates of 7.4% in 2016 and 7.1% forecast 2017. Despite this upturn, extreme poverty

and unemployment remain rampant.

ERITREA • Growth in Eritrea was 1.7% in 2014 and 1.3% in 2013, reflecting challenges in the business

and investment environment, and a poor global economic environment.

• The government’s commitment to strengthening public financial management and natural-

resource management through the African Development Bank’s technical assistance has

helped to create favourable medium-term prospects.

• Eritrea has been

promoting

urbanisation but

this is limited by

financial capacity

and a shortage of

urban housing

Eriteria : Serejaka - Shebab road – decends from 2000m above sea level to

ground zero in a few kilometres - 2014

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$ 8 billion expansion of the Suez Canal – “The New Suez Canal” was complete

in 2015

EGYPT

• Growth is expected to accelerate for 2017, conditional on improved investor confidence,

although global economic headwinds present challenges to the outlook.

• Overall, success will be demonstrated by effectively addressing long-standing domestic

challenges of low and non-inclusive growth, and the implications of high population on the

sustainability of urban growth.

• Egypt continues to work towards achieving sustainable cities and structural transformation.

• Egypt’s high population growth that has major implications for the sustainability of urban

growth. As job-seekers move to urban areas, city populations will rise, adding more strains

on urban infrastructure. Moreover, urbanisation has a direct impact on Egypt’s food

security as urban sprawl has overrun crop-growing areas.

• The government of Egypt has financed several new projects in response to urban growth.

These include those in Upper Egypt, northwest coast and along the new Suez Canal.

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Grand Ethiopian Renaissance Dam will provide

hydroelectric power to Ethiopia and nearby

countries at a cost of $4.8 billion

ETHIOPIA

• The strong growth of Ethiopia’s

economy is expected to continue to

grow at 10.2%, in 2017/18, while

public investment is expected to ease

infrastructure bottlenecks and bolster

economic structural transformation.

• Ethiopia faced severe drought in 2015

requiring emergency food and aid in

2016 and causing inflationary pressure,

while the risk of public-debt distress

increased due to rising non-

concessional borrowing and export

underperformance in 2014/15.

• The urban population, growing at 3.8% per annum, is expected to reach 42.3 million by

2037, which could pose significant development challenges if not addressed

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Data from International Transport Forum (ITF)

Figure 3- Infrastructure Capacity in developed and developing countries

Japan’s growth over the past 18 years would have “justified” infrastructure investment of around 3 percent of GDP, but the country actually spent 5 percent.

Brazil’s growth, above theglobal average, indicates a need for annual infrastructure investment of around4.9 % of GDP but its actual investment has averaged just 2.3 % overthe past 18 years.

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Chile: Strategic Planning Example

• Chile follows three tenets of effective strategy and planning: projects are based on socioeconomic objectives; an independent body evaluates those projects; and a fact-based process is used to prioritize projects.

• Chile’s Ministry of Planning, which oversees the planning, construction, development, and operation of infrastructure, has laid out an Infrastructure Master Plan based on politically established priorities and objectives.

• All proposed projects go to the ministry’s National Public Investment System, which uses standard forms, procedures, and metrics to evaluate each project, rejecting 25 to 35 % of them. Its cost-benefit analyses include social prices such as the cost of travel time and a social discount rate that represents the opportunity cost for the country when it uses its resources to finance infrastructure projects.

• The final decision on a project lies with the Ministry of Finance, which allocates funding based on a combination of the cost-benefit analysis and national goals.

• All this information, as well as historical data on project performance, is available to the public.

• Chile has also implemented other mechanisms to ensure its success on infrastructure projects. These include a formal system for private sector companies to propose projects that the government is currently not considering ensuring these schemes are in line with the overall national strategy.

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SUDAN ECONOMIC INSIGHT

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Sudan : How much to Spend on Infrastructure? 70% of Sudan’s population currently has no access to electricity, only 6% are connected to robust sanitation network and approximately only 34% of Sudanese live within two kilometres of a paved road and no light rail/metro transportation. The UN Economic Commission for Latin America and Caribbean estimates that investment equivalent to around 7.9% of Gross Domestic Product (GDP) is necessary to raise infrastructure in the region to the standard of developed East Asian countries. Less developed nations spend about 3.5% to 4.1% of their Gross Domestic Product. China spent on average 8.5% on world GDP from 1992 – 2011. If Sudan is to meet its human development needs, such as providing safe drinking water, basic sanitation and power transmission more accessible it would need to invest a minimum of

a. –4.0% of GDP. Figure 5 – How much Sudan should spend on Infrastructure. GDP figures from World Bank

GDP

(Billions)

GDP (Billions)

projected %

increase

Projected GDP

(Billions)

Infrastructure

Spending % of

GDP

Projected

Infrastructure

Spending (Billions)

2015 97.16

2016 100.1 3.0% 100.1

2017 3.4% 103.5 3.9% 4.04$ Billion

2018 3.6% 107.2 4.0% 4.29$ Billion

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Agriculture a primary driver of the Sudanese economy

Sudan’sEconomic Outlook

• Sudan’s economic growth rose to above 5%

in 2015 and is increased further to above 6%

in 2016 and 2017, mainly driven by agriculture

and extractive industries and supported by

improved macroeconomic policies.

• Challenges include sustaining economic policy

reforms, economic stability, civil war, and

meeting the country’s Millennium

Development Goals (MDGs); a positive

outcome of the national dialogue will lead to

improvement in economic stability.

• A coherent urban-development strategy is

needed to better cope with population

growth, the internal displacements of people due to the continuing civil war and the

currently weak urban-rural linkages.

• Inflation declined to 16.9% in 2015, while real GDP growth remained at 5.3%, supported by

agriculture, minerals, services, oil-transit fees and foreign direct investment (FDI). Growth is

strengthens to 6.2% in 2016 and expected to remain at 6% in 2017, despite the fall in oil

prices, reduced gold purchases by the Central Bank.

Sudan‘s cities contributed an estimated 60% of GDP in 2014, with a skills base 62% higher than

in rural areas. In urban areas, job creation is above average and the poverty rate is less than

half of the national average.

By 2030, the urban population will represent 48.6% of the total, reflecting a continuing

contraction in the share of the rural population.

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KHARTOUM CITY URBANISATION

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Map of Khartoum : Growing areas

Khartoum Urbanisation

Rapid urbanisation represents an

immense opportunity, not just for

urban dwellers but also for rural

development. As two-thirds of the

investments in urban infrastructure

to 2050 have yet to be made, the

scope is large for new, wide-ranging

urban policies to turn Sudanese cities

and towns into engines of

sustainable structural

transformation.

The creation of more productive jobs

for the rapidly growing urban

population is central to achieving this

objective. Those new urban policies,

at national and local levels, have a key role to play.

Please see “Cities of Opportunities” diagram to illustrate the priority and staged process of

built infrastructure.

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Map of Khartoum : Urbanisation and development

Cities of Opportunities: Future infrastructure demands with Urbanisation

SUDAN INFRASTRUCTURE SOLUTIONS 2025

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Khartoum Transport

Water and Sanitation

Sudan Value Infrastructure 2025

Improvements in infrastructure across Sudan in recent years have contributed 1.7 % points to

the country's per capita growth.

• Sudan has heavily invested in

infrastructure in recent years. Notable

achievements include tripling power-

generation capacity, liberalizing the

Information Communication

Technology sector, and connecting to

an undersea fibre-optic cable.

• However Sudan's most pressing

infrastructure challenges lie in the

water and transport sectors. In the

water sector, the country needs to

dramatically improve access to safe

sources of water and sanitation while

improving utility efficiency.

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• In the transport sector the country needs

to vastly expand rural and international

connectivity and improve quality across

the network. Sudan presently spends

about $1.5 billion per year on

infrastructure, with $580 million a year

lost to inefficiencies. (African

Development Bank Report)

• Even if the inefficiencies were eliminated,

however, Sudan would face an

infrastructure funding gap of $2.9 billion

per year. This gap could be reduced by

half by choosing lower-cost water,

sanitation, and road-surfacing

technologies, and could be bridged by

capturing finance from the private sector

and abroad.

Road Links

Metro – Light Rail Access

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Conclusion: Planning Sudan for 2025 In order to be able to fully appreciate Sudan’s infrastructure needs a general assessment of the existing built form, open space and community development patterns would need to be completed. This would involve Transportation studies, drinking water and sanitation studies into priority regions and extensive site visits, documentation and analysis. The setup of a world-class statistics bureau is one of the key initiatives being undertaken in order to provide for fact-based decision making and policy formulation. A typical critical analysis to carry out would be on the economic situation of Sudan projecting the sectors of economic growth, the expected parallel population, employment, and tourism/migration growth, and the accommodation needed for this expansion. Sudan’s infrastructure, in particular the city of Khartoum is undergoing a major transformation to build the required capabilities. A review of Khartoum’s infrastructure and the plans and policies related to the operation and growth of that infrastructure should be carried out to provide direction and structure for new projects and ensure consistency with current and future developments. Sudan infrastructure requires a minimum of $4.3 billion USD per year to meet the needs of a developing population in which clean water, sanitation and transportation are not a luxury but a prudent and practical investment able to boost public health, secure the sustainability of natural resources and trigger employment in better, more intelligent infrastructure management. The effective planning, delivery, and operation of infrastructure requires peoplewith the right skills and capabilities at each step in the value chain: urban plannersto conduct feasibility assessments and manage stakeholder involvement; financial and technical analysts to create cost-benefit analyses; engineers to scope and design projects; project managers to oversee engineering procurement and construction; lawyers to manage contracting; and bankers to advise on financing. Best in class engineering consultants are required to design and procure simple and sustainable solutions in which local content can be utilised from planning stage through to implementation and construction; a feature that will increase employment rates and involve the skills of a younger generation to come.

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K.I.S Consultancy Services K.I.S Consultancy (Sudan) works in partnership with BuroHappold Engineering Consultants (UK) and GEG Engineering Consultants (Portugal), both companies having a wealth of experience in delivering infrastructure projects on the international stage, in order to deliver the best-in-class engineering solutions to Sudan’s infrastructure challenges.

• Field studies of Khartoum’s current Infrastructure –

• Helping determine the client's requirements , writing “Concept Notes”

• Feasibility studies

• Benchmarking requirements against similar projects.

• Assessing and comparing options.

• Planning, Performance Monitoring

• Procurement

• Helping define the project budget.

• Checking developing designs against the project budget.

• Assessing value for money.

• Checking designs meet legal and quality standards.

• Undertaking risk management and value management exercises.

• Preparing cost plans, estimates and cash flow projections.

• Advising on procurement strategy.

• Preparing bills of quantities.

• Preparing tender pricing documents.

• Collating and issuing tender documentation.

• Assessing tenders.

• Estimating the cost of variations.

• Preparing valuation statements for interim certificates.

• Assisting with the valuation of claims.

• Preparing regular cost reports.

• Design

• Supervision

• Quality Control

CONTACT

Mohammed Abdel-Ati

Director

Tel Sudan: +249 96227 9374

Tel UK: +44 74555 37084

mati@kisconsultants.net

K.I.S Consultancy Co. Ltd

Flat 4,

Building #53

Block 14

Mecca Street

Riyadh

Khartoum

Sudan

www.kisconsultants.net