Strategies for cost optimization in international projects through integrated tools for control and assessment of investment attractiveness

Abstract

The purpose of the article is to conceptualize and substantiate the framework of «Investment-Operational Optimization» as an integrated value management model in international projects. Methods: The study conducts a critical analysis of strategic approaches to cost optimization, which are classified by the level of managerial influence. In particular, the engineering methods of «Target Costing» and «Value Engineering», as well as the analytical toolkit of «Activity-Based Costing», are examined. Special attention is paid to organizational models, «Lean Construction» and «Integrated Project Delivery», and to strategic approaches, «Real Options Analysis». In addition, integration and digital mechanisms are considered, including «Supply Chain Integration», «5D BIM», and technologies of «Blockchain and Smart Contracts». The study also systematizes methods for assessing investment attractiveness and determines the nature of the impact of digital technologies on the dynamics of asset investment value formation. Results: The main result of the study is the development of an architectural model of the «Investment Operational Optimization» framework, which covers the entire project life cycle and integrates tools for each stage. It is determined that at the initiation stage the model uses the real options method to test hypotheses, while at the design stage «5D BIM» is applied, enabling control of life cycle cost. For the procurement stage, the use of «Smart Contracts» is proposed to manage price variability, and at the construction stage the integration of «IoT» and «AI» is envisaged for the dynamic calculation of the «IRR» indicator. In addition, the model accelerates the achievement of commercial results through the digital transfer of the facility to management, ensures income stability through predictive maintenance, and forms a knowledge base for improving future projects. Conclusion: It is substantiated that the proposed «Investment-Operational Optimization» framework effectively addresses the problem of the gap between strategic investment planning and their operational implementation, which is achieved through the introduction of an end-to-end management mechanism that ensures a direct correlation between engineering decisions aimed at reducing costs and the dynamics of investment indicators.