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Project Topic:
The client is looking for consultants to provide a report bid outlining how they
would produce a study that outlines the following:
A feasibility study needs to be undertaken to assess if the goal of 50% of the
contract value can be realized via the UK supply chain. The project will need to
enable the client to understand the current UK supply chain capability,
including future capacity, to contribute to the Lagoon’s needed 6 mile walkway.
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CONTENTS

Headings Page

1.0 Introduction - Background and Objectives 2

2.0 Supportive Evidence 4
2.1 Objective 1 – Functional Requirements 4
2.1.1 Supply Chain Analysis 5
2.1.2 Supply Chain Capability Model 6
2.2 Objective 2 – Structural Requirements 6
2.2.1 Risk Assessment Model 6
2.2.2 Environmental Assessment (EA) 9
2.2.3 Economic Impact Analysis (EIA) 9
2.2.4 Stakeholder’s Analysis 10
2.3 Objective 3 – Resources Requirements 11
2.3.1 Project Planning and Scheduling 11
2.3.2 Life Cycle Cost Analysis 12
3.0 Study of Gantt chart 12
4.0 Contributions 15
4.1 Supply Chain Analysis 15
4.2 Supply Chain Capability Model 15
4.3 Risk Assessment Model 16
4.4 Environmental Management 17
4.5 Economic Impact Analysis 17
4.6 Stakeholder’s Analysis 18
4.7 Project Planning and Scheduling 19
4.8 Life Cycle Cost Analysis 20
5.0 Concluding Remarks 20
6.0 References 22
7.0 Appendices 27
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1.0. Introduction – Background to the Research and Research Objectives

The first marine based hydropower in the world is the Swansea Bay Tidal Lagoon Power Station. This hydropower station in

question is being set up in Wales by the government of the United Kingdom. This hydropower station will function based on

the ocean waves of an artificially built 9.5 km breakwater wall, which will be constructed to contain 16 sluice-gated turbines.

Once the ocean waves are allowed to flow, they will run the turbines through the wicket gates. Electricity will then be

generated through the moderation of the water levels between both the lagoon and the sea. The Lagoon Power project is

expected to generate electricity in the range of 320 MW, making it a new innovation in the United Kingdom and Wales (CITB,

2016). A development consent order was also assented to, and this is aimed at generating electricity to serve 150, 000

households for over a century. This electricity supply grand plan is supported by the Infra-Red and Prudential Equity Funders,

who have put in place competitive traditional procurement systems on the project’s diverse areas of work. The Tidal Lagoon

project is a first of its kind project (FOAK) whose construction plan is laid across 5 years (Lilley and Evans, 2016). The

project, upon completion, is projected to prevent the emission of over 200,000 metric tonnes of CO2, as it uses carbon

minimally. This will also help the UK government achieve its ambition of generating 15% of its energy through renewable

sources by the 2020 (White & Miller 2016). Apart from this major achievement, the project will also positively influence the

rate at which direct and indirect job opportunities are made available in Wales, and also serve as a model for future tidal lagoon

projects worldwide in general and in the United Kingdom particular (Tidal Lagoon Power, 2016). The UK government has an

interest in reducing the UK’s carbon emission through the Tidal Lagoon’s innovative technology. It is expedient to have a

working knowledge of the UK supply chain’s capabilities in comparison to the realization of 50% of the sum for the project’s
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contract, thanks to the supply chain, as contained in a feasibility study report on how the UK supply chain is managed

(Osmond and Cohn, 2015; Mukherjee and Roy, 2017). The report talks of a structured preliminary assessment that was

conducted at the start of the project at the raising of controversies about the prospective project development, in order for the

UK government to decide whether it would move to the project’s next stage or opt for an alternative. It is essential to prepare

the findings and recommendations in a storable, shareable format that could be used for a long-term basis, as the project

requires. The feasibility report was written based off data which were collated from secondary sources and have been analysed.

It encompasses the following (Ajayi, 2017):

First Objective (Functional requirement): An investigation of the capacities and strength of the present UK supply chain, and

how ready it is to support the Tidal Lagoon Project. Also, identify the possible openings for employment and the likely-to-be-

faced roadblocks.

 Analysis of Supply Chain

 Capability Model of the Supply Chain

Second Objective (Structural requirement): An assessment of the extent to which the Project on the Tidal Lagoon has

impacted on the supply chain in United Kingdom’s, Wales’ and Swansea.

 Risk Assessment Model

 Environmental Assessment and Management System

 Economic Impact Analysis

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 Analysis of Stakeholders

Third Objective (Resource requirement): Identification of the financial resources and execution procedure required for the

successful completion of the project, through the use of the current chain of supply.

 Project Planning and Scheduling

 Cost Analysis of Project Life Cycle.

2.0. Supportive Evidence

2.1. First Objective – Functional Requirement

The report is basically required to assess the ability of the current supply chain in the United Kingdom to aid the Project Tidal

Lagoon and point out proposed chances to create employment for the people, with the roadblocks for the supply chain. This

report shall include an analysis of the current supply chain, skills currently possessed by the workforce, and how future

workers from higher institutions will be hired and retained, and the beginning of competitive edge for successfully completing

the project (Jerkins, 2017). The present expenses of the United Kingdom’s public sector on goods procurement, with the

annual expenses for works and services culminating in £238 billion, which is equally one-third of the public sector’s total

expenses (HMG, 2011). In the IBM United Kingdom’s recent research, it was agreed to that the UK supply chain is capable of

delivering several components, especially the non-nuclear systems and infrastructure. However, the success of that will be

based on how well facilities and staffing are invested in.

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The construction of the tidal lagoon in such a location creates the chance to enlarge supply chains in the UK to accommodate

the commercialization of turbines, housing facilities, and generator production to boost the UK’s capacity in civil engineering

and boost the industrial workforce’s skill to enormously sell to the international and local markets (Tidal Lagoon Power,

2016). While the supply chain may seem like it has capacity in the said areas, there are great worries about how competitive

the competition for other infrastructural projects will be in the future, based on a constant reduction in the number of skilled

people and available resources (IBM, 2005).

2.1.1 Analysis of Supply Chain

As expressed in the view of Beamon (1998), the supply chain assessment involves the examination each level of the supply

chain, from procurement natural resources to the supply of the finished product to consumers. Simchi – Levi et.al (2004)

elaborated that the examination of supply chain examination incorporates the revision of qualitative versions differentiating

numerous economic trade-offs that border the supply chain and bid the firm foundation instrumental to tactical arrangement,

strategy formation, and making decisions. In order for this aim to be accomplished, the study shall focus on working

assiduously with the Independent Tidal Lagoon Industry Advisory Group, ideal level-one contractors, government institutions,

authorities of the locStruResal, and several industrial associations so as to guarantee the incumbent local supply chain’s

progress and backing of the project (Tidal Lagoon Power, 2018).

2.1.2   Supply Chain Capability Model

The essential goal that resulted in making the client aware of the competency of the United Kingdom’s present supply chain

which will be arrayed on the Project Tidal Lagoon is the focus of this research. To achieve this objective, the study will give
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access to the usage of the supply chain capability model which AT Kearney (2017) said would offer an exceptional economic

benefit by assisting to generate a lasting description for supply chains in the case of the general strategy employed in the

business and questioning the present and soon-to-come supply chain urgencies.

Aligned with the acknowledged model, the Energy & Climate Change department began a process for the planning of the chain

of supply in conjunction with the Business Innovation and Skills department which offered a responses relating to competition,

skills and questioning a widespread notion likely propounded for the chain of supply so as to mark out the percentage of each

of the contract’s tier whose production will be done in the UK/Wales as well as assess the relationship between how the 65%

minimum UK content and the 75% verdict (Department of Energy & Climate Change, 2016).

The Independent Tidal Lagoon Industry Advisory Group and the favoured bidder delivered an evaluation of the chain of supply

centred on the task delivery packages which constitutes the entire project. This comprises all procedures, from the unprocessed

materials, to producing and accumulation, to operations and maintenance, all of which can be deduced from the discoveries of

White & Miller (2016). As at when this report was made, the study exposed the cost of the forecast labour to be over 1200 full-

time jobs for the various work packages during the contract interval lasting for 26 months.

The report evaluated the ability of the recent supply chain and its necessity in Wales, and revealed how the labour demand in

trades such as steel casting and metal works might be unable to meet the supply that businesses in the Welsh region make

available to the consumers (CITB, 2015). More than 800 businesses have been set apart in related sectors in the Welsh vicinity,

which presently have over 20,000 employees in their workforce. It is also said that this figure may not be enough for the

benchmark number of employees the Project Tidal Lagoon requires (Department of Energy & Climate Change (2016)). This
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has proven that the markets in Wales will in meeting the demands of the Project Tidal Lagoon undoubtedly face imminent

challenges, especially as it relates to the acquisition of a skillset or the employment of technical staff.

2.2       Second Objective: Structural Requirement

The effects of the Project Tidal Lagoon on the chain of supply in the UK/Wales and Swansea will be focused on in this session,

following the functional requirement classification. The Manufacturer (2018) gave insights on the impacts of the project on the

UK communities, so as to achieve supportable energy, reduced investing in the tidal power and supply chain openings all over

the country, if ultimately, the United Kingdom government wouldn’t allow the project to commence. Jones and Morgan (2018)

appended that given the fact that there is a vital role for the government to play in the catalysation of novel technologies and

supporting the launch of new industries through the elimination of risk, the expenditure, and the risk concerned would

nonetheless make it an utterly different proposition over the coming 120 years to wind and solar – systems with a lesser

functioning lifecycle.

2.2.1    Risk Management Model

The construction project is outstanding, filled with several risks from diverse sources considered generally to be costly in

combination to the socio-political, economic, and cultural risks added to the project risk (Zavadskas et.al, 2010). The Risk

Management Model as explained by Oslon et al. (2011) is an effort combined to ascertain and scrutinise a prospective

occurrence (project) that has the proclivity of having negative effects on individuals, communities, and the environment. It also

extends further to picturing out suggestions on the level of tolerance of the risk at the centre of the risk examination, as one
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simultaneously bears in in mind the impelling influences and present control measures to abolish future prospective risk-related

penalties.

In the research inputs of Mohammed, Janaka and George (2007), the risk factors attuned to the Tidal Lagoon Project lifespan

are known via stakeholders devising the Delphic method, the risk estimation checklist of the expert, sporadic review of the

formation process, including the opinions of Rutkauskas and Ginevioius (2011), who decided on a risk register for the

determination of the extent of the risk’s effect on a project, while also advising some likely risk response or adjustment tactics

to identify and direct the risk’s introductory assessment.

Many risks are related with the supply chain as recognised in the preceding paragraph, which is an essential factor that has the

potential to influence the project and determine if it would fail or succeed. Risks, according to this theory, are usually

considered as dangers holding an unimaginable and detrimental aftermath on the goals of the project. The readings of

Tazehzadeh et.al (2018) enlighten the significance and recognise several probable risks which may have negative effects on the

delivery of the project, but Smith et.al (2006) stress the importance of knowing how the risks are connected as it concerns the

supply chain and specify that delays in projects have the tendency to rise if companies depend on external influences to control

their incoming logistics activities.

2.2.2 Environmental Assessment (EA) and Environmental Management Systems (EMS)

Adding to the approach of risk management given in the preceding paragraph, the Tidal Project has environmental impacts,

which Mackinnon et al (2017) explained as the process of appraising the possible effects of a prospective project on the

environment, including the interwoven socio-economic, cultural and human–health consequence, favourable and unpleasant.
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The United Nations Environment (n.d) complemented the definition by saying that this assessment ranks among the essential

ones because it envisages how impactful the project will be on the environment, right from the planning and designing stage of

the project, proposes measures to reduce unfavourable impacts and moulds the project in a way that befits the local

environment and current outcomes to the stakeholders.

Usually, suppliers are subjected to environmental pressures dissimilar to the clientele instigating bigger connections on the supply

chain due to stakeholders’ inability to differentiate one environmental effect from the other as it concerns the project and the

suppliers (Rao, 2005). The project’s size gets more attention than the supply chain’s suppliers (Epstein and Roy, 1998).

Conclusively, pressure wielded by the legislature in terms of duty of care related to production, processing and control of storage

waste, using the chain of supply (Lamming and Hampson, 1996).

Numerous bodies in the United Kingdom are bothered about how stable the construction industries’ chain of supply is, and

also the government of the United Kingdom has been accentuating on Constructions that would be sustainable (Environment

Agency, 2003) by tackling the hindrances and encouraging the system of environmental management as well as the

management of the chain of supply in the construction industry.

The sustenance of the Project Tidal Lagoon on the supply chain can be comprehended as an offshoot of the initiation of

environmental tools such as the assessment of the environment and the system of environmental management (Ofori et al,

2002) at the project’s formation stage, having the intention of classifying favourable options such as supplies and the quality of

materials, as the quality of materials oversees substantial impacts of the environment on the project in its construction phase, so

as to establish finished products that satisfy the clients.

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It is the opinion of Morton et.al (2002) that the process of the chain of supply are affected by the types and qualities of the

resources and are directly associated directly to different tasks but indirectly associated to the community’s socio-economic

growth, thereby describing Sustainable Construction as one of the endeavours aimed bringing improvements to the products

and services related to environmental performance and recognising the combined advantages and dangers (Hanfield et.al,

2005) via the addition International Standards Organization policies aimed at establishing the suppliers’ consciousness of

environment-related responsibilities and deeds (Rao, 2005)

The environment as described by Hall (2001) possesses its own accountabilities within the supply chain and being reliant on

the project type, it shares both in the direct and indirect impacts between suppliers, organizing suppliers’ activities to go in

tandem with the thoughts of Hanfield et.al (2005) who specified the gains of the company from the stream of waste made from

the of procuring whatever commodities and services, and also the consequences of its responsibility.

The tactics of the procedure involve the portions of environmental policy which improve related environmental performances

and redirect the inaccuracies of a wide environmental outline which the project currently implements. Sheldon and Yoxon,

(2006) added that according to the mode of supervisory agreements, environmental-based dealings, environmental-based

reviews (Glasson et.al 2015), control of site waste, EMS certification and contrary logistics plans comprise collecting,

arranging and conveying used products for recycling. For example, the China Harbour Engineering Company, supported by

CIRIA, has worked in the past few years regarding the execution of the EMS, in conjunction with their Tier 1 providers (Tidal

Lagoon Power, 2018)

2.2.3 Economic Impact Analysis (EIA)

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This surveys the result of the planned project connected with the construction, developing and operating stages of the

economy, commonly measured in KPIs such as profits, business revenue, and wages/jobs terms (Hussain and Kumar, 2014).

The upward movement of the Project Tidal Lagoon in the United Kingdom and Wales shall provide a massive opportunity to

improve on and combat economic deterioration, particularly among the underprivileged sections and provide existing jobs

through the United Kingdom. The Tidal Lagoon Power (2006) ascertained that the project would boost the United Kingdom

GDP by £27bn while it is being constructed, and it will further boost the GDP by an additional £3.1bn as it functions for

production yearly.

An examination of the economic effect is best carried out utilizing currently existent economic archetypes and also prospective

economic archetypes in Wales, which comprises of the outline of the attributes of the economic effects to back the modelling

of economy’s labour under the Centre for Economics and Business Research’s macroeconomic impact models (Mundry and

Jones, 2013). This procedure is focused on aiding the economic impact on the program of the supply of ONS and using board

to depict the interrelationships within segments of the economy, final users, and the international market to generate the

nation’s Gross Domestic Product and income (Munday and Jones, 2013).

The union of the profits allowed for an outstanding chance for the United Kingdom government, a government that has

currently presented an array of reforms in the electricity market via the Energy and Climate Change department in a bid to

strengthen its production portfolio, and make provisions for substantial last request encouragement to the economy, using

investment programmes. This then gives assurance of the supply security, assigns the obligations to carbon targets (Committee
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on Climate Change, 2017), and based on reasonable cost to accomplish the long-term climate change goals among the end

users

Agreeing to (BBC, 2015) the financing of a £300m deal to erect a wall which is six miles out of the given £1bn lagoon project, is

going to definitely allow for the reservation of half of the investment within Wales’ economy, and among the country’s construction

and supply chain-related industries, leading to about 0.02% - 0.25% boost to Wales’ GVA during the period of constructing it. These

verdicts (Centre for Economics and Business Research’s Analysis, 2014) should massively affect the economy, following the

evaluation of the input and output representation on the Welsh economy by the Centre for Economic and Business Research.

The Centre’s assessment discloses that the Tidal project will produce close to 1, 850 jobs for people who work on-site, and these

would consist of jobs from direct, indirect and induced employment, from procurement of goods, services and supply chain from

Wales and currently appraised companies located in the country, to having an annual overall impact to the tune of £76m for 120

years the project is proposed to last, including a yearly increase of 0.14% in Wales’ GVA. The BBC further said that the project

shall create up to 200 full-time jobs every year, coupled with a prognosis of providing close to 70, 000 direct jobs in the supply

chain, and prompted effects, resulting to an estimated 0.22% of the United Kingdom’s employment rate, if ultimately, the Six

Lagoons in 2021 (BBC, 2015).

2.2.4 Stakeholder’s Analysis

Blair et.al (1990) see stakeholders’ analysis as assessing a project, policy or embarkment’s importance from the perspective of

the organisation by questioning the status, interest and other characteristics of the stakeholders related to the organisation’s
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capabilities – past, or present. (Gan & Guo, 2014) think there no compromise exists in the approaches of formulating an outline

for stakeholder analysis. They rather decided on a common benefit of three elements: power, significance and involvements.

At the conceiving of a project, it becomes required to ascertain who the stakeholders are and what their roles are in the delivery

of the project, so as to commence planning based on their needs and expectations. This is necessary because each stakeholder’s

significance concludes at what level the project will hold the needs of stakeholders in that category, during the formulation of

plans (McManus, 2002).

Stakeholder management is identified as a vital tactic used to engage the external or internal grouping that is related to the

project and can affect the project’s output (Tidal Lagoon Power, 2016). White and Miller (2016) identified the Tidal Lagoon

(Swansea Bay) Plc; Andritz Hydro; General Electric, the Tidal Lagoon Industry Advisory Group; the Government of Wales;

and the Funders and Vendors of the broader supply chain as the main stakeholders. These stakeholders have the capacity to

discuss manufacturing and component type, including the formation of the data collection procedures for other stakeholders in

the industry.

The effects of stakeholders on project is measured using the “Stakeholders impact index analysis” (Olander, 2007). This is

unavoidable, because the stakeholder’s contentment equals a successful launch and completion of the project execution. This then

presents a hint as regards the necessity of each stakeholders’ group.

2.3 Third Objective: Resources Requirement

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After knowing the project’s fundamental necessity through the identification of the execution methods and the financial funds

to set the project in motion based on the present supply chain, and handling related supplemented cost, the resource necessity

comes after.

2.3.1 Project Planning and Scheduling

Project planning as described by Al Nasseri, (2015), is any activity involving the advancement of the root for handling any one

project (here, the United Kingdom’s supply chain management). This also involves the planning project goals, interim work

products, processes, timing, finances, etc. so as to provide the preferred new goods or services, and incorporate these new

goods and services into a thorough project management plan, dependent on the plans of and how complicated the work

package comprising noteworthy milestones contributory to the project conclusion are. However, Maher & Hadidi (2017)

explain project planning as the fraction of the time budgeted for the completion of the project (in this case – 6 months),

financial expenses, the plan for how the work will be done by utilizing the Gantt Chart, Network Diagram etc. to craft the

model for project schedule.

According to (Miller 2002), the strategic approach of supply chain planning includes the development and planning of demand

forecasting, supply chain union, network design, definition of supply base, monitoring of supplier operations and key

performance metrics while scheduling functions includes manufacturing, purchasing, planning, production and ensuring cost

efficiency. (Chen and Hall, 2007). These scheduling apps track the physical condition of items, material monitoring, and

financial information for all stakeholders.

2.3.2 Life Cycle Cost Analysis (Economic Viability of the Project)

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Life cycle cost analysis is a procedure that enables clients to understand the financial obligations of a project to establish the

feasibility of the project. Fuller (2016), compares the cost of ownership and prospects of a project with an alternative project

that meets the same performance requirements but has a different original operation to determine the total cost of ownership of

the facility or the cost of a project in operation. It is also seen as a strategy devised to calculate the economic value and

maintenance costs to use in selecting the project with the highest net savings (Lee, 2002). In short, it provides prerequisites for

analyzing the costs and benefits of a project and analogy tools based on the time value of money. Infrastructure projects, as a

one-time investment with operational complexity and energy consumption, impose more difficult cost controls than other

institutions and are combined with supply chain management to ensure business survival. It requires tedious life cycle cost

management and control (Feng, 2011). As a result, life cycle cost analysis is more accurate for greater construction cost

savings compared to other design alternatives, if carried out early in the project before major design decisions are made.

Commonly used indicators in life cycle cost analysis include net savings, investment savings, payback times, internal rate of

return, and other costing methods for making wrong decisions such as sensitivity. Analysis and analysis of the breakeven point

(Fuller, 2016).

3.0 Study of Gantt chart

A Gantt chart is a graphical representation of a series of project tasks related to the time allocated for each task, where

dependencies are easily identified, parallel activities are displayed, and total project time is defined and tracked to simplify

management. This Gantt chart ensure that the project is completed on time (Wilson, 2003). These actions are listed in a tabular

composition that displays the taskbar and indicates their duration. The actions are listed on the left, with a timeline above them.
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Each activity is visually represented by a bar, the location and duration of which indicate the start and end dates, as well as the

location and number of activities that overlap with other activities. Although Gantt charts are not decision strategies, they

provide networks of communication between analyst and user, and are also a competent tool to guide collaboration in project

planning. Using a Gantt chart in supply chain management in traditional construction will involve five main project stages,

which include project initiation (concept), planning (procurement), execution (production and installation) and completion

(winding up) (Mun, et al, 2017). This shows the five stages of supply chain planning, procurement, execution, distribution and

returning (Beamon, 1998). For the purpose of this study, the client wants to assess the capabilities of the existing UK supply

chain available to support the Tidal Lagoon project over a 6 month period, as shown in the figure below.

The definition of the following Gantt chart begins with the task names, which are the individual functions shown in the Task

List column. These functions are set in bold to represent the summary function, while the rest are indented to represent the

summary function's sub functions. Further down the column, you can see the start and end dates, which indicate the starting

and finish time of each taskbar. To add to the 26-week period, the length of each taskbar represents the task duration in weeks.

Percentage describes the development of each task, which is usually completed and shown in a different color, and finally, task

dependencies, which indicate that some tasks can only be started when previous tasks have been completed (critical path tasks),

while others continue simultaneously as indicated in the schedule (floating time). The Gantt chart begins with a kick-off

meeting, during which the team leader's strategy of the project charter determines the success of the project and serves as a

solid incentive for others to relate. The key stakeholders were presented, along with a summary of the project charter, as well

as the scope, possibilities, deliverables, challenges, expectations, budgets and deadlines (Sampietro, 2016).
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It aims to ensure that everyone on the board has a common understanding of the project and its delivery and agrees with the

project management procedures. The data collected for each purpose starts from week 2 and continues till week 23, while the

data is suggested to be 24 per week. Tendering of the first proposal report (draft) to be appraised by key stakeholders before final

submission to the client at week 25, pending bidding and defense of the results of the report with the client for consent and

adjudication at 26 weeks. It should be noted that at the end of each deliverable task, there will be regular meetings to inform

stakeholders about the results, and more steps will be prepared, and more important steps will be taken to avoid changing the

assigned deadlines for each task.

ACTIVITYLIST GANTTCHARTTIMEFRAME GANTTCHARTTIMEFRAME

1 1 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2
ITEM TASKLISTS WEEKS>>>>>>> Startdate Finishdate Duration %Completion Dependencies 1 2 3 4 5 6 7 8 9 0 1 2 3 4 5 6 7 8 9 0 1 2 3 4 5 6
CRITICALPATH
1 START-UP 2weeks 0% NIL
2 Kick-ofMeeting 1week 0% NIL
3 Objective1 5weeks 0% 1
4 SupplyChainAnalysis 8weeks 0% 2
5 Supplychainmapping 1week 0% 5
6 GapAnalysis 1week 0% 3
7 Import-ExportAnalysis 1week 0% 1
8 HumanResources 1week 0% 4
9 MarketResearchandFindings 1week 0% 8
10 SupplyChainCapabilityModel 4weeks 0% 2.5
11 TechnicalPerformance 1week 0% 10
12 Reliability 1week 0% 9.8
13 LeadTime 1week 0% 13
14 SupplyHorizon 1week 0% 12
15 TechnicalSupportandFinding 1week 0% 14
16 Objective2 2weeks 0% 13
17 RiskAssessmentModel 3weeks 0% 4,11
18 HazardIdentification 2weeks 0% 15
19 RiskIdentification 2weeks 0% 15
20 Controlrisks 2weeks 0% 12
21 Reviewcontrolmeasures 2weeks 0% 20
22 Documentaion/MonitoringandReview 1week 0% 22
23 EnvironmentalAssessment 3weeks 0% 16
24 IdentificationandScreening 1week 0% 22
25 ScopingandConsiderationofAlternatives 1week 0% 24
26 ImpactPredictionandMitigation 1week 0% 25
27 ReviewandDecisionmaking 1week 0% 25,26
28 Monitoring&EnvironmentalClearance 1week 0% 27
29 EconomicImpactAnalysis 2weeks 0% 17,23
30 Directimpactmeasurement 1week 0% 28
31 MultipliersCalculations 1week 0% 28,30
32 IndirectandInducedImpacts 1week 0% 31
33 ImpactResultsandReporting 1week 0% 31,32
34 StakeholdersAnalysis 2weeks 0% 17,23,29
35 StakeholdersIdentification 1week 0% 33
36 StakeholdersPrioritizationandInterest 1week 0% 33,35
37 Stakeholder'sinfluenceassessmentandimportance 1week 0% 36
38 OutliningofStakeholderParticipationStrategy 1week 0% 36,37
39 Objective3 5weeks 0% 1,3,16
40 ProjectPlanningandScheduling 3weeks 0% 34
41 ScheduleManagementPlan 1week 0% 38
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42 DefinitionofActivities 1week 0% 38,41

43 ActivityResourceandDurationEstimation 1week 0% 42
44 Developschedule-GantChart 1week 0% 43
45 LifeCycleCostAnalysis 1weeks 0% 40
46 DeterminationofPurposeandScope 1week 0% 44
47 EstimationMethodologyselected 1week 0% 44,46
48 Gatheringofdataforappropriateinputs 1week 0% 47
49 Performsanitychecksofinputsandoutputs 1week 0% 47,48
50 Performsensitivityanalysisandriskassessment 1week 0% 49
51 FormulateandDocumentResults 1week 0% 49
52 FinalReport 2weeks 0% 1,3,16,39
53 StudyRecommendation 1week 0% 52
54 Submissionof1stdraftreport 1week 0% 52,53
55 Amendmentsto1stdraftreport 1week 0% 54
56 Submissionoffinalreport 1week 0% 54,55
57 Reportpresentationandevaluationmeeting 2weeks 0% 56
1 1 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2
OVERALLCOMPLETION= 32weeks 0% 1 2 3 4 5 6 7 8 9 0 1 2 3 4 5 6 7 8 9 0 1 2 3 4 5 6

Figure 1: Feasibility Report Gant Chart (own numbers)

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4.0 Contributions

4.1 Supply Chain Analysis

Annual construction output in Wales was declining prior to 2012, but has increased by more than 10% and

current performance in the infrastructure sector should increase by approximately 7.1% over the next eight

years, leading to an increase in employment for the next eight years (a supply chain problem for the tidal

project). These data suggest that the demand for construction specialists in Wales will rise to an expected

employment growth of 4.7 per cent, with an income accounting rate estimated at over 5,000 a year, which

is higher than the UK average of 1.7 percent (CITB, 2016). To promote these new business and training

opportunities, government, supply chain, construction and other types of industries must work together to

make the project a success. More specifically, all UK supply chain opportunities will be identified if the

global investor digs into the project in terms of size, number and construction schedule before diving into

it. However, the company has been warned against external pressure from the short supply chain if the

project faces financial constraints, which in most cases are long-term artificial economic movements

(CITB, 2016)

4.2 Supply Chain Capability Model

Tidal Lagoon Power News (2015) announced some initiatives introduced by Tidal Lagoon Swansea Bay

Plc in collaboration with Welsh Construction and Construction in order to boost the project's regional

resources and give these businesses the opportunity to understand more about the proposed purchasing

systems on the project. According to Roger Evans in (Powerinfotoday, 2016), for Wales to maximize the

prospects of a flourishing sector, the supply chain must be engaged with necessary skills and capability.

The following discoveries were made based on the findings of (White and Miller, 2016) on the projecting

adjustment of the supply chain necessity for the Swansea Bay Tidal Lagoon;
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 The Welsh territory may be viewed as a productive breeding ground for the implementation of a

£1.3 billion investment, but there must be ongoing efforts to capture the supply chain and

prospective recruits appropriate for such openings.

 During this critical phase for the Swansea Bay Tidal Lagoon Project, Wales will maintain about

1200 full-time employment in 5 years and an additional 28 jobs per year for the next 120 years

(probable project life span). Thousands of jobs in Wales would be supported for many years,

effectively.

 Currently, sufficient of competent labor for most components can be sourced in Wales regionally;

labor required for massive steel fabrication may involve outsourcing; and robust skill development

techniques to fill these gaps and ensure demand is met rapidly.

 Government approval for the expansion of multiple Tidal Lagoon Projects would mean more job

opportunities and possibly new export businesses, in addition to the solid metal fabrication history

that needed to be upgraded with the Government and industry's obligation to ensure competence

equals capacity.

4.3 Risk Management Model

The construction of tidal lagoons, of which Lyddon et al. (2015) discussed that they have the potential to

reduce rising sea levels as part of their uniform risk management methods, which is one of the most

globally recognized methods for coastal flooding and seismic safety, risk versus safety flooding; generating

renewable energy and releasing less carbon. These techniques were modeled on severe flood events in

Colwyn Bay, North Wirral and its surrounding areas, respectively, with the construction of the Tidal

Lagoon Base to Wales. The fear of using observational data to determine the effect of tidal lakes on loose

deposits from wind-blown sands to beaches, coastal mud pits, coastal areas and sites of scientific interest is

as a result of lack of adequate modeling (Pye and Blott, 2014).

 Page 21 of 32

4.4 Environmental Assessment and Environmental Management Systems

The tidal project is designated a National Significant Infrastructure Project (NSIP) under the 2008 Plan Act,

along with the 2009 Infrastructure Plan Regulation; The Environmental Impact Assessment is required to be

implemented in the analytical evaluation of the Tidal Lagoon project to certify that the Marine Works

Regulations 2007, and the factors affecting it are affected. In spite of the many governmental requirements

outlined in the tidal project, many environmental concerns in the supply chain (Tidal Lagoon Cardiff, 2015),

including the effects on traveling fish, Aquatic mammals, birds, terrestrial ecology, shoreline and landscape,

biodiversity to name a few have been observed in the findings (NRW, 2018),

4.5 Economic Impact Analysis

Apart from employment and tourism-generated income, rebuilding of area economies, and improved leisure

opportunities, the Tidal project assists in addressing the United Kingdom's requirement for inexpensive low-

carbon energy to the Welsh economy. According to Munday and Jones (2013) accounts, more than 2,000

straight engineering-related jobs are linked to the project, providing thousands of additional jobs to citizens

throughout Wales, with an estimated £316 million GVA produced plus an annual £76 million respectively in

120 years of management from the Welsh economy while constructing the project (Centre for Economics and

Business Research's Analysis, 2014).

According to Hendry Review, potential economic profits associated with Tidal projects range from flood

defense to tourism growth, and are aided in the distribution of decarbonisation obligations, export

opportunities, and the additional education sector. However, the profits from the supply chain are linked to

the goal of this finding, which is to provide opportunities from regional communities and businesses

(Hendry, 2016). The study included that, on the basis of establishing more than 2 000 full-time jobs,

mainly in metal production, steel forming and so on, supply chain mechanisms and materials from a
 Page 22 of 32

possible location in Wales or in the UK, with an object of 65% and 50% respectively, from the United

Kingdom and Wales (OceanEnergyRace, 2016).

The evaluation connected with the ideas of (Munday and Jones, 2013; Mohr and Iloyd, 2014) determined that

for the UK government to enhance the UK benefit, a specific strategy for the support of the tidal lagoon project

should be based on its associated supply chain openings and broader economic values, instead of enforcing

burdens on customer bills (Vaughan, 2017). However, the aforementioned points are linked with the possibility

of accompanying hazards, which can develop as a result of the initiative locating cheaper products from

overseas above the UK supply chain.

4.6 Stakeholder’s Analysis

Stakeholder’s Analysis is now a universal programme to make sure there is the participation of everyone

signified by their thoughts, sentiment, and power etc. about affairs regarding the execution of the project

(Buertey, et.al 2016, Yang, et.al, 2011). Poor execution is not the cause of the failure of many projects after

implementation but predominantly the stakeholder’s exemplification, discussion and participation. Many

stakeholders find it difficult to participate precisely in project conferences, sending the wrong impression to

the project execution team about the stakeholders' reluctance to participate in decision making (Project

Management Institute, 2013). Instead, Yosie and Herbst (1998) advocated that every stakeholder should

have the ability to make major contributions as well as the ability to voice their concerns with the

implementers in order to elicit significant involvements in order to ensure a fruitful project delivery.

Lilley and Evans (2016) offered some basic aspects to be examined in the case of the Tidal lagoons project

as a model and the foundation of dialogue with stakeholders relevant to the aims of these lessons (CITB,

2015 and CITB, 2016) –

 Intense discussions between regional skills development partnerships, labor market analysts, and

the Government of Wales on potential skills development required for projects, anticipating delays

and proposing solutions to supply chain and skills gap

 Page 23 of 32

 Make labor market analysis reports available to other stakeholders by focusing on professional

training to address supply chain and skill gaps that can lead to project cost overruns.

 In Wales, all construction projects utilize the same workforce, resulting in high embedding rates, so

the Wales government is taking a more constructive approach based on data provided by local

employment and skill plans (CITB, 2015).

 Because some oceanic employment is located outside of the production tasks, the need to outsource

outside of Wales may arise on a temporary basis, with the goal that the stakeholders involved will

find ways to ensure that trainings like that to polish skills in the marine occupation are pursued in

Wales as part of employment plans for the present and future.

 Finally, we will adopt labor supply and demand surveys to ensure the strongest support for

integrating these analyzes into the Government of Wales' annual regional skills development and

employment plans (CITB, 2016).

4.7 Project Planning and Scheduling

According to (Bryson, 2011; Mentzer et al., 2001), supply chain strategic is becoming more extensive and

complex, recounting your current situation, ambition, and methods of achieving it in terms of capacity,

opportunity, flowing with the rapidly developing business, the state of the market, and project construction. As

a result, a unified planning board is required to house the full scope of strategic and effective planning

processes (Love et al, 2004; Thunberg, 2016). lost sales, out of stocks, working principal requirements while

planning for the Tidal lagoon project this great, delivers gratifying cycle times and a determined platform by

leveraging all the value chain participants.

Tactical planning requires decisions about the available resources (tools, people, objects, landscapes, etc.) or

features of the activity, especially work tasks (time series planning) within a time, that might affects the

finances of the project (Viadianathan, 2002). As a result, efficient strategic planning is critical for Tidal Lagoon

projects of this size to ensure that the project is completed in terms of supply time, cost savings, customer
 Page 24 of 32

satisfaction and high quality. The Material Requirements Plan (MRP) system (Kim, 2014; and Ram et al., 2006)

has been established in the Tidal Lagoon project for supply chain production scheduling and supply

management to utilize resources for production. Continuous cascade, where product availability, low cost and

product level are maintained when needed.

4.8 Life Cycle Cost Analysis

Maximizing technology produced by the ocean tides’ energy to create electricity has been found to be the

most economically sustainable choice compared to other substitutions while reducing carbon emission and

fuelling economic development in littoral locations. The economic evaluation of the tidal technologies is

vital concerning the clear approximation of the expenses while also drawing supposed investors to the

technologies (Segura et.al, 2017). The cost configuration systems associated with the tidal energy project's

life cycle are the concept, design development, manufacturing, installation, operation, maintenance, and

cost neutralization. The viability analysis of these costs using various economic and mechanical guides to

achieve profit in the project when compared to other renewable energy bases (Astariz and Iglesias, 2015).

According to O'Connor et al. (2013), lifecycle costing analysis on the Tidal Lagoon project will benefit

stakeholders by allowing investors to understand early actions to lower costs, generate more income, and make

good decisions based on verified convincing approximations of incomes and expenses related to each phase of

the project life cycle. According to Magagna and Uihlein (2015), lifecycle estimation is a long-term satisfying

inventiveness that provides a complete outline for stakeholders who are required to achieve the project's goals

but are confronted with insufficient funds and a difficult purchasing procedure to determine the sales outcome

and the effect on expense and profit while defining the total increment cost of the lifecycle of a project.

Heralova (2018) thus concluded that, in addition to the benefits of cost reduction in life cycle estimation, it

inspires more environmental resources that are proven to be economical solutions to environmental effects

on the project.

5.0 Concluding Remarks

 Page 25 of 32

Concisely, it is understood that this report provides a vigorous and understandable style to examine the

competencies of the current and future UK supply chain presented to aid the erection of the Tidal Lagoon

Project, classify the potential job opportunities and the project will encounter, evaluate the effect of the Lagoon

on the UK/Wales/Swansea Communities supply chain, and finally, detect the executive. This general style was

derived from minor data of numerous investors' accounts and findings to address specific goals that

meticulously pay attention to the Client's condition and offer a Gantt chart for the Client's better understanding

of the factors taken into consideration and the timelines for the completion of the report. As a result, it is

expected that the report's findings and recommendations will dispel the client's and key stakeholders' reluctance

to move forward with the project's next phase, albeit with some introspection, as discussed in the report.
 Page 26 of 32

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APPENDIX ONE

A3 Map