Cost management as a key component of the organizational system of a developer implementing a unique nuclear industry infrastructure project abroad

Abstract

The COVID-19 pandemic and the global economic crisis did not lead to a collapse in the volume of construction work in the country and abroad, as well as a decrease in investment in infrastructure projects. However, the labor force was negatively affected (both quantitatively and qualitatively), industry prices, supply chains and the stability of companies. The low profi tability of the Russian sector of construction of infrastructure projects remains unattractive for capital investment by businesses and investment funds, and therefore, private companies have been selling their construction assets to state-owned companies or monopolies for 5 years (from 2018–2022). Also, for the participants in the implementation of infrastructure projects, the most serious problems remain imperfections in the public procurement system and the formation of project costs, an outdated pricing model, high cost and limited availability of loans, as well as the inability to plan their load for a long time. Almost all of these problems are somehow interconnected with each other, and they need to be addressed with the help of systemic transformations. Even if a large amount of funds is directed to infrastructure projects, it will only postpone the need for systemic changes in the industry in general and organizational changes at the level of the developer in particular. To solve the stated problem, the subject area of the study is defi ned: the subject of the research: the process of organizing the cost management of an infrastructure project of the nuclear industry abroad; the aim of the research: creation of a scheme of the developer’s organizational process for managing the cost of construction of an infrastructure project of the nuclear industry (IPAO) abroad; research objectives: develop a methodological approach to substantiate each stage of the implementation of a unique infrastructure project of the nuclear industry in terms of the processes of formation, calculation, approval, control and monitoring of cost; develop proposals for improving the cost management process by the customer when implementing a unique infrastructure project for the nuclear industry abroad. Research methods: analysis and synthesis, graphic modeling, comparative estimates; research results: the created scheme of the developer’s organizational process for managing the cost of construction of an infrastructure project of the nuclear industry (IPAO) abroad at the stages of project implementation, taking into account the process approach and refl ecting the responsibility of counterparties at each stage of the life cycle. Scope of application of the results: the introduction of the organizational process scheme into the activities of companies implementing infrastructure projects abroad will allow regulating and standardizing cash fl ow processes, as well as identifying deviation parameters of the established cost throughout the life cycle of the infrastructure project.