The short answer
Global B2B Group accepts industrial procurement inquiries from USD 250,000, reviews each one by hand, and structures or routes it — cross-sector projects stay with the parent group, single-sector requests go to the matching specialist platform. The group is supplier-neutral and is not a manufacturer, EPC contractor, lender, insurer or financing approver; the buyer and the independent financing provider keep every decision.
The project
What the desk accepts, how scope is framed and how routing works.
What qualifies as a project for the project desk?
Commercial and industrial projects of USD 250,000 and above: production and packaging lines, cold-chain capacity, processing plants and comparable industrial scope. Single spare parts, consumables and small orders are outside scope. The threshold is a project-intake rule, not an approved amount — no budget is approved by Global B2B Group.
Do I need finished specifications before contacting the desk?
No. A one-page brief covering the product and process, target capacity, country and site, budget range and the reason for the investment is enough to start. The project team asks for what is missing during review. If you already have specifications, the structured RFQ builder organises them into comparable packages.
How should a large project be split into packages?
List processing, packaging and filling, cold storage, utilities, building and civil works, and automation or quality control as separate packages. Splitting the scope this way is what makes supplier proposals comparable package by package, instead of one lump sum that cannot be evaluated.
What happens when a project spans more than one sector?
Cross-sector projects stay with the parent group, which owns the procurement structure. Single-sector requests route to the matching specialist platform: cold chain to ColdMatch, poultry and hatcheries to HatchMatch, aquaculture, fish and shrimp to FishMatch, greenhouse and commercial agriculture to SeedMatch, and animal feed to FeedMatch.
Who reviews my request before any supplier introduction?
The Global B2B Group project team reviews every request by hand — fit, scope and threshold — before anything moves. No introduction happens before human review, and buyer identity is shared with suppliers only when a formal RFQ round is issued and only to the suppliers the buyer approves.
What happens after a project passes review?
The project is structured at group level or routed to the matching specialist. The RFQ is written to the buyer's specification, comparable proposals are gathered against that same specification, and an evaluation is presented to the buyer. The buyer retains the decision at every stage.
What if my budget is below USD 250,000?
Commercial projects below USD 250,000, and single spare parts or consumables, are outside the group's scope. The public calculators, guides and the RFQ builder remain available without an inquiry.
Financing the project
What providers ask for, what bankability means and who decides.
Who makes the financing decision?
Never Global B2B Group. The group is not a lender, insurer or financing approver. Independent providers decide their own eligibility and terms. The group's role is preparing the documentation providers ask for and, where relevant, making controlled introductions to independent third-party providers.
What do financing providers typically ask for?
A clear scope and equipment list, a CAPEX breakdown separated into machinery, installation, utilities and building, capacity and revenue logic behind cash-flow projections, a timeline to operation, and buyer and project background. Preparing these is the same work that produces a strong RFQ, so the two efforts reinforce each other.
What does bankability mean in practice?
A bankable case is one where every claim traces to evidence: a measured operational baseline, comparable CAPEX from like-for-like proposals, and a documented downside case. Gaps between what the report says and what the documents show are what lenders question first. See the guide to bankable industrial project documentation for the full checklist.
Can financing be arranged before the scope and CAPEX are defined?
Typically the reverse. Providers price against a defined scope and a CAPEX build-up, so the procurement structure comes first and the financing conversation is stronger once comparable proposals exist. Screening a funding route early is still useful — it shows which documentation the provider will require.
Which financing routes do buyers usually compare?
Own funds, leasing, vendor financing, export-credit-backed facilities and development-finance instruments. Each carries different documentation requirements and decision timelines. These are described in the Financing Center as context only — no instrument, term or offer is implied for any specific project.
Does the group commit funds or guarantee approval?
No. No financing outcome, price or approval is ever guaranteed. Financing decisions remain with the independent provider, and expenditure decisions remain with the buyer's own authorised body. Illustrative documents on this site are examples, not offers or approvals.
CAPEX approval
What a committee expects to see before authorising expenditure.
What belongs in a CAPEX approval pack?
The business driver and the cost of doing nothing, the scope split into packages, comparable supplier proposals against one specification, a budget build-up where each line traces to a quotation or marked assumption, an operating case with sensitivities, a risk register with owners, and the proposed funding route.
Why structure procurement before the internal approval meeting?
Decision-makers approve what they can compare. A package with comparable proposals, visible scope exclusions and an evidence-backed budget answers the committee's questions in advance. Structuring the procurement first is usually what shortens the approval decision.
What evidence sits behind each report line?
Every budget line should trace to a quotation or a clearly marked assumption, technical entries to the frozen specification, and comparisons to like-for-like responses from one controlled RFQ. Where evidence is missing, the entry stays open instead of being filled with an unverified figure.
How should risks and a downside case be presented?
Separate the base and downside cases, record the buyer's own hurdle rate, and show what changes when capacity, timing or cost assumptions move. Delivery, site, integration and ramp-up risks need named owners and mitigation evidence, not just a list.
Who actually approves the expenditure?
Only the buyer's authorised body — a board, investment committee or owner. Global B2B Group structures and documents the case so that decision is well supported; it does not approve expenditure and no resolution or approval is implied by any sample document on this site.
Where to go next
Describe the project with the structured RFQ, read the CAPEX approval process and its illustrative approval report, or explore the Financing Center for what providers typically check. To start a reviewed project, use the project contact desk.