One of the most exciting aspects of the project is their approach to the inventory management and substitution standardization process.   

By using data analytics – including models – the team conducted thorough cost-benefit analyses to forecast the financial impact for changes.  

“We used four different types of stochastic and simulation models to develop a strategy that mitigates the potential risks while maximizing the full benefits.” said Omar Nabulsi.  

Their methodology focused on phasing out existing inventory, ramping down new procurement, and alleviating waste – all while resolving discrepancies through acceptable substitutions.  

Through this multi-faceted approach, the substitution standardization only drives productivity further. With machine learning, the team built a tool to help facilitate substitution mapping which allows users to search the material needed in the system.  

By identifying which materials are essential to construction projects designed prior to the AML’s implementation, the team can pave the way for a smooth transition to the new system.  

Once Georgia Power fully implements and manages this strategy, it has the potential to increase the company’s value by the following: 

• Reducing $22.5 million dead stock, and $45.6 million non-AML 

• Minimize the cost of non-AML materials by $21 million annually 

• Decrease 1,000 hours of labor or $65,000 of adoption costs 

In doing so, Georgia Power would not only be able to streamline its material operations, but they’d be setting a new standard for utilities and large-scale infrastructure projects across the state.