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10 Hydrogen buses tender in Emmen

February – March 2020

I worked for ‘Total Gas Mobility’ (TGM) to manage the tender process for 10 hydrogen buses in Emmen. In this project, TGM would deliver the hydrogen refueling station. Key for this project was lining up internal organizations to provide a design, close commercial contracts with suppliers and other partners and manage the internal process to bring the project to financial close.

The client

Total Gas Mobility is the excellence center for gas mobility of Total. Their experience is in delivering refueling infrastructure for compressed natural gas, liquified natural gas and hydrogen. For this client, hydrogen is a key fuel of the future. Winning this tender is important to enter the market of delivering hydrogen to public transport buses.

Total Gas Mobility

The challenge

The project knew numerous challenges. Internally, within a period of 6 weeks, the full design, investment cost, operational cost and resourcing had to be lined up to deliver the station. The station would receive gaseous hydrogen in trailers and distribute this to 10 buses over a period of 10 years. Externally, grants/subsidies from Dutch authorities had to be landed and multiple contracts had to be closed with partners in the consortium. This included a supply contract to source hydrogen, a lease agreement with the land owner and a service level agreement with the client.

What I did

As tender manager, I was responsible for the overall project execution and had to work with internal teams to deliver the design, cost estimates and contracts with external parties. I also had a strategic role where I worked with business development to assess our tender strategy and negotiations. A key part of this assignment was to ensure internal decision making was realized by keeping internal stakeholders engaged throughout all phases of the tender process.

The result

Whilst executing the project, outlook on financial subsidies deviated from what was originally anticipated. Moreover, the project entered into a slowdown because of COVID-19 pandemic outbreak. At that point in time, CCU handed over the project to the business development team in Total Gas Mobility to build on what was achieved in the pressure cooker of 8 weeks.

10 Hydrogen buses tender in Emmen

February – March 2020

I worked for ‘Total Gas Mobility’ (TGM) to manage the tender process for 10 hydrogen buses in Emmen. In this project, TGM would deliver the hydrogen refueling station. Key for this project was lining up internal organizations to provide a design, close commercial contracts with suppliers and other partners and manage the internal process to bring the project to financial close.

Total Gas Mobility

The client

Total Gas Mobility is the excellence center for gas mobility of Total. Their experience is in delivering refueling infrastructure for compressed natural gas, liquified natural gas and hydrogen. For this client, hydrogen is a key fuel of the future. Winning this tender is important to enter the market of delivering hydrogen to public transport buses.

The challenge

The project knew numerous challenges. Internally, within a period of 6 weeks, the full design, investment cost, operational cost and resourcing had to be lined up to deliver the station. The station would receive gaseous hydrogen in trailers and distribute this to 10 buses over a period of 10 years. Externally, grants/subsidies from Dutch authorities had to be landed and multiple contracts had to be closed with partners in the consortium. This included a supply contract to source hydrogen, a lease agreement with the land owner and a service level agreement with the client.

What I did

As tender manager, I was responsible for the overall project execution and had to work with internal teams to deliver the design, cost estimates and contracts with external parties. I also had a strategic role where I worked with business development to assess our tender strategy and negotiations. A key part of this assignment was to ensure internal decision making was realized by keeping internal stakeholders engaged throughout all phases of the tender process.

The result

Whilst executing the project, outlook on financial subsidies deviated from what was originally anticipated. Moreover, the project entered into a slowdown because of COVID-19 pandemic outbreak. At that point in time, CCU handed over the project to the business development team in Total Gas Mobility to build on what was achieved in the pressure cooker of 8 weeks.

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2020-05-09T16:55:03+02:00