Project Management

The real work starts once the incentive file is approved. We manage the schedule, the purchasing and the site progress in a way that keeps the incentive conditions intact.

Who it is for

Manufacturers running construction and machinery investment at the same time.

A team around a table mapping out a flow chart with sticky notes

What you end up with

Investment schedule and work programme
Supplier and machinery procurement
Checking expenditure documents against the incentive conditions
Monthly progress report and risk tracking

The approval letter is not the finish line. The project has to be completed the way it was approved. If committed equipment is not bought, an invoice date falls outside the project window or a document is missing, part or all of the support can be reclaimed.

What we manage

Schedule. Start and end dates, interim reporting dates, procurement windows.
Eligibility. Which budget line each invoice belongs to, with what date and what supporting document.
Document file. Contracts, quotes, invoices, payment receipts, import papers, installation and acceptance records.
Correspondence. Information requests, preparation for on site inspections, revision filings.
Closure. Final report, completion procedures and the monitoring obligations that follow.

Stages

Stage	Work	Typical duration
Handover	Commitment list, remaining time, risk map	1 week
Planning	Procurement calendar and document templates	1 to 2 weeks
Delivery	Purchases, invoices and interim reports tracked	Project duration
Monitoring	On site inspections and information requests	Per institution calendar
Closure	Final report, completion procedures	4 to 8 weeks

Durations move with project size and programme rules. We fix the calendar in the first week.

Tracking in the portal

Every project has its own page: stage timeline, open tasks, the documents you uploaded and your consultant's notes. When a document is approved or a deadline nears, a notification goes out. The question "which paper was missing" gets answered on a screen instead of a phone call.

Common mistakes

Invoicing before the project starts. In most programmes the eligible period begins with a specific document date. Anything bought earlier falls outside.

Assembling the quote file afterwards. Where comparative quotes are required, they must predate the purchase. A file built later creates problems during inspection.

Leaving revisions to the last month. Extension and substitution requests can be refused on timing alone, however sound the reasoning.

Not separating project accounting. Supported expenditure has to be traceable on its own. Setting this up at the start saves days at closure.

Who this suits

Manufacturers holding an investment incentive certificate, companies running KOSGEB or TÜBİTAK backed projects, businesses with rural development grants, and firms operating an R&D centre. We work on single projects and on portfolios of parallel support schemes.

If you have a project already under way, let us review where it stands. The first assessment maps the time remaining, the open risks and the order to tackle them.

Common questions on this topic

At what point do you step in?

For most clients, right after the support decision. If the application was filed by someone else we can still take over; the first task is mapping the commitments and the time left.

What goes wrong most often after approval?

The gap between spending and commitment. Purchases outside the approved machinery list, invoice dates falling outside the project period and missing documents cause most corrections.

Do you get involved in procurement?

We handle quote collection, the comparison table and eligibility checks. You choose the supplier; our job is making sure that supplier's paperwork satisfies the programme rules.

What happens if the project needs to change?

Extensions, equipment substitutions and budget transfers are filed as formal revision requests with their justification. Filing on time usually prevents the loss.

How do I follow progress?

The client portal shows the project stage, open tasks, uploaded documents and consultant notes. You get a notification as a deadline approaches.

Can several support schemes run at once?

Yes. One investment can carry an incentive certificate, a grant programme and an R&D support in parallel. In that case separating overlapping cost lines becomes its own tracked item.

Do you have a file under this heading?

Describe the situation briefly and we will map out the programmes you qualify for and a likely timetable.

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