Consultants retaining, reasons

As a consultant retained to assess the company s procurement and logistics operations, this author saw first-hand the reasons for that initiative to fail. Here are a few of those reasons ... 

Handbook-Ill retains the essentials of the treatments of Handbooks-I and -II in dividing the subject into the three main areas of structure, reactivity, and synthesis. We have striven both to be reasonably comprehensive and to keep the physical size of Handbook-Ill to a minimum, so it can be conveniently handled and consulted. 

After defining consultant from an organizational and individual perspective and exploring reasons why consultants are retained, this chapter discusses the characteristics of successful consultants. The consultant selection process, which varies in complexity from extremely elaborate and costly to simple sole source selection, is described. It includes discussion of price-based selection (PBS) versus qualifications-based selection (QBS) of professional service firms and their impacts on clients, owners, customers, and stakeholders. A discussion of the negative impacts of PBS selection on consulting firms concludes the chapter. 

Consultants, in the form of consulting Arms or individual professionals, are typically retained for one or more of the following five reasons ... 

Step 1-Do in-house The client, owner, or customer determines whether or not a consultant will be retained for a task or project. Recall the five basic reasons to retain a consultant as discussed earlier in this chapter. Assume a consultant is to be utilized. 

Remote and combined systems should be designed so that they have sufficient capacity to retain such fire fighting and cooling water as could reasonably be expected to be used in a major fire. It is essential to consult fully with the Fire and Rescue Service to agree an estimate of the required capacity. In order to achieve a realistic estimate it will be necessary to consider the following factors ... 

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