The organisation is based in the UK and was reasonably successful in procuring government contracts for important infrastructure projects. These included a lot of railway station construction, airport refurbishment, bridges on shore, road developments in urban and rural regions, etc. The organisation was headed by a successful management team which had substantial experience in the industry and were able to guide the company to a good direction of progress. The organisation pitched for contracts by either entering into a tendering process, or by applying for invited contractors for a specific job, or simply expanding through internal striving to gain contracts from developers. The majority of contracts were being signed upon in a transparent manner, but it had many legal uncertainties which were not being addressed as special clauses in the agreement. The agreement between the contractor and the developer used to be on solid terms with each and every detail being mentioned which included the timeline, cost, cost overruns, supply of raw materials, labour supply, procurement of each item separately by divisions and the uncertainty in the expected price range of these materials to be procured. Often times, when the market was complicated and it was not certain to judge the price movement of goods, a lump sum amount was fixed for those items. This made it difficult to adjust later when the price range moved upwards and the timeline was stretched escalating the cost input and decline of profits. The organisation was more into procuring materials from their old suppliers because of a healthy relationship and did opt for new entrants when price and capabilities were concentrated. The factors that depended for contractor and supplier selection were varying depending on the project, but the most important ones were non-stop supply of goods, quality check of goods supplied, flexibility in price fixation, and flexibility in payments for procured goods.