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Mechanical, Electrical and Plumbing Services

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Mechanical, Electrical and Plumbing Services Market Monitoring Dashboard


Supply Demand

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Mechanical, Electrical and Plumbing Services Industry Benchmarks


Savings Achieved

(in %)

The average annual savings achieved in Mechanical, Electrical and Plumbing Services category is 8.10%

Payment Terms

(in days)

The industry average payment terms in Mechanical, Electrical and Plumbing Services category for the current quarter is 30.0 days

Compare your category performance against peers and industry benchmarks across 20+ parameters on Beroe LiVE.Ai™

Category Strategy and Flexibility

Engagement Model

Supply Assurance

Sourcing Process

Supplier Type

Pricing Model

Contract Length

SLAs/KPIs

Lead Time

Supplier Diversity

Targeted Savings

Risk Mitigation

Financial Risk

Sanctions

AMEs

Geopolitical Risk

Cost Optimization

Price per Unit Competitiveness

Specification Leanness

Minimum Order Quality

Payment Terms

Inventory Control

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    Mechanical, Electrical and Plumbing Services Suppliers


    9,151
    Total Suppliers
    888
    Diverse Suppliers
    73
    Normalized Supplier Rating
    Mechanical, Electrical and Plumbing Services Supplier

    Find the right-fit mechanical, electrical and plumbing services supplier for your specific business needs and filter by location, industry, category, revenue, certifications, and more on Beroe LiVE.Ai™.

    Sample Supplier
    Company
    Jacobs Engineering Group Inc.
    Location
    Jackson, Mississipi
    Duns number
    3862211

    D&B SER Rating

    dnb logo

    Up to 3 months

    1 9
    1
    Low Risk High Risk

    The Supplier Evaluation Risk (SER) Rating is Dun & Bradstreet’s proprietary scoring system used to assess the probability that a business will seek relief from creditors or cease operations within the next 12 months. SER ratings range from 1 to 9, with 9 indicating the highest risk of failure. We’ve prepared an infographic to help business owners better understand what influences their SER Rating.

    Moody`s ESG Solution
    ESG Profile

    Company and Sector Performance
    43

    100
    Limited (1)
    ESG Perfomance (/100)
    Environment
    45
    Social
    34
    Governance
    58
    6 Domains Performance (/100)
    Business behaviour
    43
    Human rights
    44
    Community Environment
    68
    Corporate governance
    57
    Human resources
    26
    Security Scorecard
    82

    Threat indicators
    B
    84
    Network Security
    Detecting insecure network settings
    A
    100
    Hacker Chatter
    Monitoring hacker sites for chatter about your company
    F
    56
    DNS Health
    Detecting DNS insecure configuration and vulnerabilities
    C
    73
    Application Security
    Detecting common website application vulnerbilities
    B
    89
    Endpoint Security
    Detecting unprotected enpoints or entry points of user tools, such as desktops, laptops mobile devices, and virtual desktops
    A
    100
    Cubic Score
    Proprietary algorithms checking for implementation of common security best practices
    A
    90
    Patching Cadence
    Out of date company assets which may contain vulnerabilities of risk
    A
    100
    Social Engineering
    Measuring company awareness to a social engineering or phising attack
    A
    97
    IP Reputation
    Detecting suspecious activity, such as malware or spam, within your company network
    A
    100
    Information Leak
    Potentially confidential company information which may have been inadvertently leaked

    Industry Comparison
    jacobs.com
    Industry average
    Adverse Media Appearances
    Environmental Issues
    14
    Workforce Health Safety Issues
    0
    Product Service Issues
    14
    Human Rights Issues
    0
    Production Supply Chain Issues
    0
    Environmental Non Compliance Flags
    28
    Corruption Issues
    0
    Regulatory Non Compliance Flags
    4
    Fraud Issues
    1
    Labor Health Safety Flags
    1
    Regulatory Issues
    3
    Workforce Disputes
    0
    Sanctions
    0
    esg energy transition
    43
    Discrimination Workforce Rights Issues
    1
    esg controversies critical severity
    No

    Mechanical, Electrical and Plumbing Services market report transcript


    Electrical Mechanical and Plumbing Services Global Market Outlook:

    MARKET OVERVIEW (2020E)
    GLOBAL MARKET SIZE: $1,133 BILLION

    Porter's Analysis on Electrical Mechanical and Plumbing Services

    Supplier Power

    • The MEP services market is highly competitive with large global firms and regional medium and small scalefirms.
    • Supplier power remains low to medium, based on the current economic conditions that are prevailing across the globe.
    • Currently, the market is struggling to recover from COVID crisis hence, the suppliers/contractors are highly competitive in bidding the tenders from the  buyers.
    • Over the next few years, the supplier power in the industry may gradually increase due to the inflow of various capital projects from both the public and private sectors from both the public and private sectors

    Barriers to New Entrants

    • Barrier to entry remains high, due to:
      – High upfront capital required
      – Requirement of skilled workforce in a tight labor market
    • As the engineering and construction market is consolidated, new entrants from other geographical locations via possible mergers and acquisitions, which is less in the sub -sector
    • Building codes and regulations are highly complex, which has further raised the barrier

    Intensity of Rivalry

    • The MEP service are a highly competitive market with several players, offering services
    • The market is highly dominated by top regional and global, who has high expertise in the engineering sector.
    • Leveraging the use of technology to provide better quality for the buyers and develop partnerships, to improve backlog period intensifies competition

    Threat of Substitutes

    • MEP’s are one of the major essentials in construction industry and hence there is no substitutes for their role.
    • The only alternative position for buyers is to manage the MEP requirements internally, if they have any large investment plans for the near future.

    Buyer Power

    • Buyer power typically depends on the level of investment by the buyers.
    • The evolving nature of service contracts such as the long-term relationship between the suppliers and buyers or combining multiple projects in a region would increase the buyer power.
    • There are capable regional/local medium to small scale MEP companies in the market and increasing the competition between incumbents suppliers to retain current contract at respective locations will give higher buyer power to small buyers.