In the world of complex projects, it is not enough to plan correctly – you also need to know how to synchronize all the worlds of content and services required in the project, to make sure that everything works together smoothly, smartly and efficiently.
At MNS Consulting, we specialize in supporting integration and streamlining processes in large-scale projects, with the understanding that the phase after financial closure is the one that will determine the success of the entire project.
Our support begins at the tender document stage, when coordination between the various disciplines (engineering/operational/technological) is required. Both during the planning and operational periods, we lead an orderly process of writing a “common language” – with the aim of turning each project into a single, functioning system that operates in a coordinated, clear and effective manner.
The entire process is carried out in cooperation with all parties – in projects on the client’s side, all the professional consultants, and in projects on the developer’s side, parties from the franchisee and the various contractors. In the integration process, we integrate control systems and analysis tools.
In parallel with the integration process, we work to improve the economic and operational performance of projects through a focused optimization process. We examine the cost structure in depth, identify duplications, analyze bottlenecks and offer optimal solutions that lead to significant savings in resources – without compromising on quality or results. Our work combines advanced tools, data-driven analytics, and innovative management methodologies, in order to improve financial efficiency and build an infrastructure for smart operation over time.
We were commissioned by the Accountant General to review exempt-contracting practices in four ministries—Tourism, Economy, Culture and Sports, and Agriculture. We analyzed three years of contracting data, identified trends, held meetings with all relevant stakeholders, and mapped key barriers and bottlenecks. A central goal was reducing reliance on exempt contracting. After identifying root causes, we reviewed market conditions and recommended ways to increase competition and limit the use of exemption clauses.
The Ofek Rahav project aimed to establish a new administrative base in Ramle to centralize all Ministry of Defense administrative units. Multidisciplinary teams—engineering, operational, technological, and economic—were formed and guided by the ministry. Employed by the Southern Transitional Authority, MNS provided integration services for the full tender-document process, including coordinating all materials, resolving bottlenecks, managing progress, preparing weekly status reviews, and editing all documents for publication.
We conducted a staged process that included analyzing the current situation, identifying bottlenecks, mapping procurement roles and tender committee activity, and benchmarking against similar organizations. The findings led to establishing a new contracting department and redefining responsibilities. We then developed an implementation plan that introduced new processes, work procedures, automation requirements, schedules, templates, and supplier-evaluation and lessons-learned mechanisms to create a more efficient procurement system.
We were commissioned by the Accountant General to review exempt-contracting practices in four ministries—Tourism, Economy, Culture and Sports, and Agriculture. We analyzed three years of contracting data, identified trends, held meetings with all relevant stakeholders, and mapped key barriers and bottlenecks. A central goal was reducing reliance on exempt contracting. After identifying root causes, we reviewed market conditions and recommended ways to increase competition and limit the use of exemption clauses.
The Ofek Rahav project aimed to establish a new administrative base in Ramle to centralize all Ministry of Defense administrative units. Multidisciplinary teams—engineering, operational, technological, and economic—were formed and guided by the ministry. Employed by the Southern Transitional Authority, MNS provided integration services for the full tender-document process, including coordinating all materials, resolving bottlenecks, managing progress, preparing weekly status reviews, and editing all documents for publication.
We conducted a staged process that included analyzing the current situation, identifying bottlenecks, mapping procurement roles and tender committee activity, and benchmarking against similar organizations. The findings led to establishing a new contracting department and redefining responsibilities. We then developed an implementation plan that introduced new processes, work procedures, automation requirements, schedules, templates, and supplier-evaluation and lessons-learned mechanisms to create a more efficient procurement system.
