This assignment will be focusing on the procurement process, project management, vendors and tenderers, the process of picking the suppliers, negotiating the cost and aiming to keep the cost below the specific budget. The category of spend selected is construction and development management services (CDMS) from different projects the organisation is currently undertaking. The CDMS sub-categories include project development, cost consultancies, and multi-disciplinary design services. In Emaar Properties which is the organisation of focus, project consultancy is very critical. To achieve the intended aim of this project, organisation internal documentation, operation insights and market intelligence appropriate for the category have been used. Also, various tools and CIPS Models have been used in this assignment like SWOT, Porters five forces and STEEPLED analysis and Mendelow Matrix for mapping stakeholders.

The main findings in this assignment highlight that Emaar properties work in highly competitive but regulated supply chain market. This is with immense external challenges ranging from increased property costs, changes in environmental legislations and increased demand to source new properties. Another key finding from value for money outcomes analysis highlight Supplier (M) who is the major provider of the procurement CDMS operate as a strategic partner for relevant future development. Also, the strategies used in the cost management key findings have been established including need for proactiveness in engaging all stakeholders. This is with a contract-oriented contracting process pursued.

From key findings, various gaps have been identified which can be managed through a set of recommendations including.

Improve pre-qualification strategy through giving priority to suppliers with proven record
Involve all suppliers including Supplier (M) to specify and plan in an innovative manner
Evaluate available long-term contracts/agreements for integrating built-in costs management aligned with KPIs and market benchmark

2.0 Introduction

2.1 Emaar Properties Organisation Background

Emaar Properties is dominating the real estate industry, it was created by the owner Mohamed Alabbar in 1997 and the headquarter is in United Arab Emirates, Dubai (Emaar Properties, 2025). The company is known for their projects like Burj Khalifa which is iconic and very famous worldwide, fancy buildings and hotels, huge residential communities. A summary of the organisation other projects is as illustrated herein.

Figure 1:Summary of Emaar Properties Top Projects

Source: Global Data (2025)

2.2 Background of Emaar Properties Procurement and Supply Management (PS&M) Function

In Emaar Properties, the organisation operates a fully-fledged PS&M which has its own budget for operations. With an overall recorded revenue of approximately AED35.5 billion ($9.6 Billion), majority of it is reimbursed back in their different procurement and sourcing strategies (Emaar Properties, 2025). The department organisation structure is as illustrated in the following;

Figure 2:Emaar Properties PS&M Department Organisation Structure

Source: Summarised from Emaar Properties (2025)

Further, the PS&M department in Emaar Properties operate in active collaboration with other departments. This is for guaranteeing success in procurement and supply process of different products and services. The rationale of this is an assurance of Emaar Properties dominance in real estate sector. It is part of this collaboration that improve management of costs and achievement of value for money outcomes.

2.3 Spend Category Background

In this assessment, the selected category of spend is construction and development management services (CDMS) has been selected. With Emaar properties having multiple projects completed and ongoing (see figure 1), their management is instrumental. The CDMS is assigned approximately AED2.1 billion which is largely attributed to their 2024 increase in revenues to 19.1Billion (US$5.2 Billion) representing 61% increase. The overall value of CDMS is expected to accelerate to approximately USD$95.17 billion as at 2029 (RIB, 2025). This is as the governments are significantly investing in transport sector, energy and housing infrastructure projects as a leader. For CDMS, a summary of the spend sub-categories is as illustrated herein;

Table 1:Summary of CDMS Spend Category Analysis

Source: Emaar Properties Internal Document

2.4 Emaar Properties Stakeholders Analysis

The stakeholders are identified as people/groups directly or indirectly influencing operations of an organisation, set objectives implementation and PS&M strategies (CIPS, 2025). These are grouped in internal, connected and external stakeholders (CIPS, 2025a). A summary of the stakeholders is illustrated in the following;

Figure 3:Stakeholders Categories

Source: Summarised from (CIPS, 2025a)

In line with illustration above, in Emaar properties, stakeholders include senior admin and management, employees, PS&M, operations and management, accounts and HS&E department. They normally impact PS&M operations in areas of operation need, financial management and being compliant (Santos et al., 2025).

Further, for the identified stakeholders, it is relevant to use Mendelow Matrix Analysis to identify their influence and power/importance (Shcherbachenko et al., 2022);

Figure 4:Summary of Mendelow Matrix Components

Source: Summarised from (Shcherbachenko et al., 2022)

High Power; Low Interest- Properties sector regulators and environment have enormous influence on PS&M strategies by managing approval and being compliant despite not engaged actively. They need regular updates and support maintenance continuously (Mohamadian et al., 2022).

High Power; High Interest- Any PS&M teams decisions are significantly impacted by any decision. This is with admin of the organisation, UAE government and PS&M department influencing the process. They must be actively involved in core decisions making.

Low Power; High Interest- For the operations and management teams, suppliers, HSE are impacted by PS&M activities. Their scope of inclusion is identified in CIPS (2024) as regulation of operations, consistently communicating with all stakeholders.

Low Power; Low Interest– Their competitors, UAE citizens and media do not have immense power on the procurement decisions. Their role is participatory, and less effort would need to be put in place.

In summary, from the analysis of different stakeholders, it is evident that the PS&M department would need to harness prioritising their inclusion. The UAE government, real estate regulators and PS&M teams would be engaged with interests prioritised in decision making. Others would only be kept satisfied by adhering to expected best practice. In line with Yildirim (2023), the best practice would be ensuring appropriate use of resources in Emaar Properties prioritising on influential stakeholders with awareness and communication maintained amongst the suppliers.

2.5 RACI Matrix Analysis

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