Case Dhahran Roads

DHAHRAN ROADS (A)
Hassan Malik, the financial manager of SADE, a Bahrain-based civil engineering

company, reread the recently received fax. He was delighted that the nearly endless
conversations with the Transportation Ministry of the municipality of Dhahran in eastern
Saudi Arabia were finally coming to a close.
SADE had been selected as the prime contractor for an 168 million Saudi riyal (SR)
project that involved the reconstruction and upgrading of the highway network linking
the several terminals of the Dhahran airport and connecting the entire complex with the
city. The Dhahran Roads project was indicative of projects on which SADE had
established its international reputation for being a leading construction contractor. The
total cost of the project was estimated to be SR 146 million, so the SR 168 million value
provided only a 15 percent return, which was, unfortunately, below the 18 percent hurdle
rate required by SADE for projects of this nature. On the other hand, the slightly lessthan-desired return seemed a small cost to pay to maintain a steady flow of new projects
during these slow economic times.
The fax requested that Malik respond to the project proposal within a week. The wording
of the contract would then be finalized in the subsequent weeks and the contract signed
by mid-January 1993.
The Project
The terms of the proposed contract contained several provisions:
At the signing of the contract, the ministry would advance to SADE 15 percent of
the contracts total value.
If work progressed on schedule, SADE could bill the Ministry as milestones were
reached in accordance with the following schedule:
1993 SR 11,000,000
1994 SR 36,000,000
1995 SR 45,000,000
1996 SR 43,000,000
1997 SR 33,000,000
The Ministry would pay 80 percent of each bill received. Payment would, of
course, be subject to a satisfactory inspection of the site by the Ministry. The 20
percent deduction would be withheld for (1) the recovery of the advance payment
(15 percent) and (2) the accumulation of a retention fund (5 percent).
Half of the retention would be reimbursed at the time of completion (end of

1997). The second half would be repaid at the end of 1998, provided the roads did
not show any flaws in their first year of use.
During the past several months, the SADE engineering department had inspected the site,
confirmed the surveys, and reviewed the drawings that had been provided by the
Ministry. In the opinion of the vice-president of engineering, the project presented "no
unusual challenges." It was similar to several SADE projects in other countries that were
now nearly complete and that had moved ahead without difficulty.
For SADE to proceed, equipment would have to be ordered immediately so that it would
be available in the fourth quarter of 1993 when earth moving would commence. The cost
of the equipment would be SR 38 million. Seventy-five percent of the cost would have to
be paid upon placement of the order; the balance was due on delivery. At the end of the
project, the equipment would have no salvage value. The engineering department
estimated that the cost of completing the project (not including the equipment) would be
SR 108 million. SR 7 million would be expended in 1993 for preliminary site work. The
project would then proceed with estimated costs of SR 25 million, SR 29 million, SR 27
million, and SR 20 million for the subsequent years.
Preliminary discussions with several banks indicated that SADE would be able to raise
SR 4 million in loans to help finance the project. The loans would carry a 12 percent
annual interest (2 percent above prime, 5 percent above government securities) and
would have to be repaid in full at the end of 1997.
The project would be managed by one of SADEs experienced project managers, Harold
Smithers. Smithers had just completed a major waterworks project in East Africa and was
noted for strong engineering skills and tight fiscal control.
Although the contract would be denominated in Saudi riyals, the foreign exchange
exposure would be minimal since the Bahraini dinar was pegged to the Saudi riyal. In
addition, Saudi Arabian and Bahraini tax laws would not require SADE to pay taxes on
the profits of this contract.
This case was prepared by Schlosser, Michel, the Swedish Management Institute (IFL), and Sherwood C.
Frey, Jr., the Darden Graduate School of Business Administration. The case was written as a basis for
discussion rather than to illustrate effective or ineffective handling of an administrative situation. Copyright
1983 by the University of Virginia Darden School Foundation, Charlottesville, VA. All rights reserved.
To order copies, send an e-mail to dardencases@virginia.edu. No part of this publication may be
reproduced, stored in a retrieval system, used in a spreadsheet or transmitted in any form or by any meanselectronic, mechanical, photocopying, recording or otherwisewithout the permission of the Darden
School Foundation.. Rev. 2/94.

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DHAHRAN ROADS (A)

Hassan Malik, the financial manager of SADE, a Bahrain-based civil engineering

Half of the retention would be reimbursed at the time of completion (end of

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