E&S lessons learned can save an incredible amount of cost for large scale budget programs. While places like the Ports of Mobile, Houston, et al provided application, engineering, and contract understanding, the valuable cost savings was elsewhere. The lessons learned can be incorporated into contracts and government policy to reduce unnecessary overhead costs, improve safety, and dramatically improve sustainability for all parties...and Earth and beyond.
A variety of port, airport, highway, building, and other civil, mechanical, and electrical engineering 'like' algorithm tools are being developed that support improved strategies. Basic beta algorithms will be posted, each continuously improved in the years ahead. Land is mostly - but not all - relatively basic as far as the environment where material is obtained compared to Space and Sea environs.
As alluded under Material Movement Program Management, you can create a logistics strategy that will keep the project engineer in control of costs. An example of a very good procurement process is NASA's. But when you have projects that require record costs based on sheer size and scope, even NASA could use a boost in procurement strategy.
E&S has NASA in mind first and foremost at all times - it always has and that is a given for the present and future. NASA programs can flourish when not paying too much for material. Safety is first. Not wasting budget on middlemen and inflated prices can make the program safer and more sustainable. These history making programs deserve this as do those who pay for and benefit from them.
Automation, Global Reach, and Beyond
+ Global Teamwork with US Allies
E&S believes in and respects human knowhow worldwide - no nation or culture excluded. We embrace teaming with the practical minds, resources, and ingenuity of US Allies where this is backed and granted clearance by the US government.
As humanity progresses in our journey of evolution together, we know that this will expand in time to include all mankind; that is, all people free to work together for common worthy endeavors. We keep this big picture in mind because - as NASA has demonstrated - most humans with integrity from every corner already excel at this. Thanks to Space Station, most major global scientific endeavors, and countless more ahead, we know beyond doubt that people of all walks on Earth really do work exceptionally well together.
E&S is always in search of excellence, both in those we serve and ourselves.
E&S's best has always been developed for aerospace construction. Build up will be posted here in the months, years, and decades ahead.
Also posted here will be aps, tools, white papers, articles, and - eventually - a book or two - for aerospace construction. Aps and tools will be posted as both beta and non-beta versions, both clearly marked as to which they are with the latter posted following thorough accuracy testing.
Keep in mind that E&S is a small business in Houston - not a global conglomerate. Our dreams are large but not far fetched and are being realized. Example, the owners graduate proposal and theoretical project at UHCL in the late 80's was a gravity wave detector concept based on the Sagnac Effect. He didn't really think it could be built, but, lo and behold, two LIGO's - massive Sagnac Effect observatories - were built and on September 14, 2015 these detected gravity waves. That won the folks who actually did it the Nobel Prize. Sometimes, ya just never know until you try.
E&S has some been there/done that experience with this industry and there is room for significant improvement. We want to get in on that act because it will be useful for aerospace, too. We are particularly focused on improving strategies, concepts, the means, and technology to move large amounts of bulk material across the ocean, along intracoastal canals, by rail, and other means of making this a cost effective way to efficiently manage massive aerospace and energy related developments.
It is designed for US government and related business projects that require their own transports (trucks, rail cars, and barges) whether those are owned or leased and whether operators are directly employed or contracted.
This strategy - designed for major US government programs - eliminates sources of unnecessarily ballooned material cost, subpar delivery quantity and quality, and schedule slippage. The project owner retains control of material cost, actual material amount received, and material quantity as well as delivery cost and scheduling. Hauls are from major stockpiles by rail, barge, or both as well as directly from pits and mines.
E&S personnel have studied material shipping and hauling since 1980 from large to small and it isn't rocket science. The ability to improve - or make dramatically worse - the cost and reliability of project material is in the quality of your strategy.