A Model For Managing The Risks of International Project Procurement of Iranian Companies (Case study -Syrian Cement and Venezuelan Cement projects)

Iranian companies have been led to seek opportunities arise from existing restrictions in domestic markets and potential opportunities in international markets. Despite their initial attractiveness, overseas projects involve high levels of opportunities, challenges, and risks, making successful completion of these projects challenging for contractors, clients, and investors. On the other hand, by using management tools that identify, evaluate, and plan for timely and appropriate response to risks, technical, financial and temporal losses can be reduced and profitability can be increased simultaneously. Problems faced by Iranian companies in overseas projects are almost identical and a comprehensive list of potential risks and challenges can be assembled using the prior projects’ experiences and experts’ opinions. Although the probability of occurrence and impact of the aforementioned risks are different in each project, it is possible to measure the impact of these risks, and to predict the substantial risks with the factor of relative importance. Because procurement management is one of the most challenging parts of international projects, In this research, at first, it is tried to identify the influential factors in overseas projects by collecting the views of selected experts of statistical population, researching two case studies, and implementing Delphi rules. Secondly, based on the type of the impact they had on the procurement area, risks were prioritized and categorized according to project phases. Finally, a general scheme is proposed for implementing risk management in procurement department of international projects