Vital Role of Cost Engineering in Strategic Management

Qs Prof. Reuben A.  Okereke; Aribana Kelechi  Chukwuemeka

doi:10.51699/cajotas.v7i1.1645

Authors

Qs Prof. Reuben A. Okereke Department of Quantity Surveying, Faculty of Environmental Sciences, Imo State University, Owerri., Nigeria
Aribana Kelechi Chukwuemeka Department of Quantity Surveying, Faculty of Environmental Sciences, Imo State University, Owerri., Nigeria

DOI:

https://doi.org/10.51699/cajotas.v7i1.1645

Keywords:

Cost engineering, organizational designers, strategic management, vital role, project-based budgetary control

Abstract

This paper offers an expository discourse on the transforming and essential nature of cost engineering as one of the cornerstones for strategic management in today’s firms. The paper goes beyond the limited viewpoint of cost engineering as a narrow tactical tool for project budget tracking. It is instead repositioned as fundamental strategic capability for to gain long-term competitive advantage, organizational resilience and maximizing value creation. Against a backdrop of wide-ranging academic literature, industry publications and detailed multi-industry case studies, this paper outlines the specific ways in which a range of core cost engineering methods-life-cycle costing, target costing, value engineering, risk management and data analytics-directly inform and facilitate high-level strategic decision-making within organizations. The study brings in-depth qualitative methodology which combines thematic analysis of the pattern of integrated processes with comparative cross-case analysis to generate findings. The results provide strong evidence that those companies that seamlessly integrate cost engineering principles into their strategic DNA outperform their peers in critical performance measures such as return on investment, effective risk management, alignment with strategic objectives, and market responsiveness. The authors suggest that collaboration between cost engineering and strategic management is a key factor in determining the success and sustainability of organizations' operations in today's volatile, uncertain, complex, and ambiguous global environment. Implications and recommendations for senior managers, organisation designers and policy makers are presented with suggestions for future research directions to better understand and utilise this important combination

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