#strategycontracts

The Rs 16 crore strategy and application rollout mandate awarded by IREDA marks a telling moment for POWER CONSULTANCY CONTRACTS IN INDIA, particularly those routed through GeM. While the scope is framed as management consulting, the structure of the tender reveals a deeper shift in how advisory risk, pricing, and control are being redistributed.

All four Tier-1 consulting firms cleared the technical stage, signalling that qualification filters were not intended to shape outcomes. Instead, price ranking alone determined the award. In such an environment, POWER CONSULTANCY CONTRACTS IN INDIA cease to be evaluated on transformation logic or delivery architecture and are reduced to a cost-compression exercise.

The winning bid from A.T. Kearney sits far below competing offers, yet the tender does not disclose manpower intensity, acceptance benchmarks, or escalation protections. The onsite requirement further transfers logistical and deployment risk to the consultant, without any compensatory clauses. This asymmetry favours the promoter, who retains wide discretion over milestone acceptance.

For IREDA, the upside is clear: flexibility, audit defensibility, and cost certainty at award stage. For consultants, however, the model rewards firms willing to absorb scope ambiguity and pricing risk in exchange for institutional positioning.The wider implication is structural. As more POWER CONSULTANCY CONTRACTS IN INDIA migrate to GeM, firms may be forced to rethink pricing strategies, cross-subsidisation models, and appetite for PSU transformation work. Price divergence, rather than convergence, may become the norm, Power consultancy contracts in India, GeM consulting awards, PSU strategy tender, renewable finance consulting, government advisory contracts.