Tipo de proyectos: Projects

• Site selection, due diligence, financial modeling, construction planning
• Managing the design team, and specialty consultants
• Value engineering
• Tender development, negotiation, contract review and awarding
• Risk management
• All Project Management related activities during the construction stage
• Post-delivery services requested by the client to guarantee client satisfaction

As part of a renovation process and expansion in the country, Nestlé Costa Rica required a new site for the main office in Costa Rica.

Challenges

• MERIDIA assumed the Project Management of all the pre-construction activities and construction with 7 months to finish the construction keeping control of cost, time, scope and quality requirements
• Met the corporate requirements, as well as a design to renew and update the image of the offices
• Time constraint. The contract for the offices Nestlé occupied ended in August 2020
• The Covid 19 pandemic was confirmed in March 2020 and it became a constant risk to fulfill the project goals
• Offices need it to be fully operational in September 2020 and keep operation uninterrupted

Strategy

• Create a strong PM team that could provide oversight on all contractors and suppliers involved
• Constant reporting and risk management allowed for the project to be completed in time and under budget
• The project was completed within the established delivery dates and within budget, even with the Covid 19 pandemic. The project is currently in operation and it meets the Client’s expectations. The office area of 1,500m2 was fully delivered in September 2020

• Office Area 12,500 sqm
• Confidential cost

Challenges

• Landlord monitoring
• No General Contractor
• Move in of over 800 employees while reusing workstations
• Over 20 contractors and subcontractors involved
• Multiple stakeholders both local and international

Strategy

• Create a strong PM team that could provide oversight on all contractors and suppliers involved
• Constant reporting and risk management allowed for the project to be completed in time and under budget

• Project Management Services
• Selection, negotiation and awarding of design team, general contractor, furniture, equipment
• Value engineering
• support in the guarantee process
• managed Design construction plans, furniture, budgeting

Challenges

• Landlord monitoring
• tight schedule, the client needed to leave their offices by November 24th
• Leed Gold certification
• Due to Covid -19, all the design and finishes were coordinated virtually
• Meet the client’s requirements of an a+ office with a tight budget

Strategy

• Due to covid-19, must of the inspection took at 6am or during lunch time, so avoid a lot of people in the same place
• Supervise the risk management, handling a close relationship with the suppliers
• Comply with the budget, schedule and the client’s requirements
• The substantial delivery of the space was ready to proceed with the move

Statistics

• Phase 1. Office Area 14,000 sqm
• Phase 2. Office Area 3,300 sqm
• Confidential cost

Challenges

• Uncertainty over customer operational requirements
• Design standards not tropicalized to current Costa Rica operation
• High flexibility demand to incorporate project requests on late stages
• Extended project formalization timelines

Strategy

• Create a strong PM team that could provide oversight on all contractors and suppliers involved
• Constant reporting and risk management allowed for the project to be completed in time and under budget

Statistics

• Production area 7,500 sqm
• Office area 5,500 sQM
• Confidential cost

Services Provided

• Site selection, due diligence, financial modeling, construction planning
• Managing the design team, and specialty consultants
• Value engineering
• Tender development, negotiation, contract review and awarding
• Risk management
• All Project Management related activities during the construction stage
• Post-delivery services requested by the client to guarantee client satisfaction

Lutron was looking to build a new production plant to satisfy the growing demand for its products in the Americas region and decided to invest in Costa Rica. The new plant is being developed in phases and will house many of the newest technologies being produced for a demanding construction sector.

Challenges

• Site selection and landlord negotiation
• Covid-19 pandemic forced a temporary halt in the project
• Reduced budget due to unpredicted market conditions
• Critical corporate requirements for production lines
• Limited schedule to execute both shell construction and tenant improvements
• No office in country forced all client stakeholders to remain abroad during the execution of the project
• New to the costa rican market

Strategy

• Engage with critical client stakeholders early in the process and determine the success factors
• Strong local team engagement including landlord
• Constant reporting and risk management

Statistics

• Roof Area 105,000 sqm
• Warehouse and Tenant Improvements for clients like Expeditors, Yobel, HA Logística, MABE, Kraft, Lala, Pricesmart
• Confidential cost

Challenges

• As a developer of logistic projects in the US, Mexico and Brasil, LatAm Logistic Properties faced an aggressive expansion strategy. With the decision made to have their new headquarters established in Costa Rica, LatAm looked to MERIDIA to lead their first project.
• The success of this project meant the possibility of continuing their expansion strategy in other countries.

Strategy

• MERIDIA worked with the Client to understand the business challenges, requirements and desired standards for the project, and provided a strategic action plan for each of the Pre-construction, Construction and Close Out stages. MERIDIA also provided assistance in the due diligence, site selection and financial modeling in order to get the investment approval. The involvement of the PM in the early stages was critical for aligning expectations to the uniqueness of the site and market

• +13.500 sq
• Global Headquater
• Confidential cos

Challenges

• Tight budget
• Multi-use buildin
• Two phases development C
• ISO 7-CR surrounded by forest +7.000sqm
• State-of-the-art Surgical Teather design
• 5G stream connectivity
• LEED, Well, EDGE, Carbono Neutro Certification

Strategy

• Core team under IPD methodolog
• Target Value design and GM
• Client’s and Project’s Objective developmen
• Understand the business model requirements
• Professional consulting and accompany for SME’
• Precise communication with project team
• Peer-design revision on required discipline
• Master Schedule contro
• Plan ahead time for all critical LL
• Risk Control and evaluatio
• Early integration of potential vendor
• RFP/RFQ process.
• Achieve and overcome expectations

• Tool install on cleanrooms of +3,000m2
• Cleanrooms of +5,000m2
• PMO Tasks within the plant
• Confidential cost

Challenges

• Multiple local stakeholders (multinational)
• Tight schedule and budget
• Dust control
• Work around under controlled conditions with all its requirements
• Work without interrupting current operations
• Work without impacting controlled and validated areas and systems

Strategy

• Understand the business model
• Develop strong relationship with key local stakeholders and accompany SME’s along the project. Precise communication
• Revise design with local stakeholders to accommodate their needs and expectations
• Plan and execute an RFP in different stages to validate budget
• Coordinate and keep track of the schedule prepared by the internal client
• Achieve and overcome expectations

Second residence project in a coastal area as a tourist destination in Flamingo Beach, Guanacaste, Costa Rica.

Residential apartment project in the medium-high segment located in Río Oro de Santa Ana.

The San Nicolás de Bari apartments were developed in conjunction with the real estate company ConstruReal.