How is working in CP&I (capital projects & infrastructure) EPC (Engineering Procurement & Construction), MPA (Major Projects Advisory) vs strategy/CDD? Are CP&I, MPA, EPC comes under one practice as a whole or different? Is it just procurement and SCM of direct materials or more?

hey!

CP&I usually sits as a broader practice focused on large scale infrastructure and industrial projects, while EPC is more about the actual delivery of projects including engineering, procurement and construction execution. MPA is typically advisory focused, helping clients govern, de risk and optimize major projects rather than building them. So they are related but not always the exact same team, it depends on the firm structure.

The work goes far beyond just procurement of direct materials. In material management and costing you would look at supplier strategy, contract models, cost transparency, should cost modelling, risk buffers, capex optimization and sometimes claim management. It is commercial and analytical, not purely engineering, so you do not need a technical background if you are strong in structuring and numbers.

Compared to classic strategy or CDD, it is more operational and execution focused and often longer term, less slide heavy and more impact on the ground. It can feel more detailed and process driven, but not necessarily monotonous if you enjoy tangible projects and cost levers.

best, Alessa

That's a really good question, and it highlights how some practices can feel like black boxes if you're not already in them. CP&I (Capital Projects & Infrastructure) is generally a broad practice area at most firms, and things like EPC (Engineering, Procurement & Construction) and MPA (Major Projects Advisory) are often specific service lines or sub-segments within it, or at least closely related. So, they typically fall under the same umbrella, though the specific focus can vary between firms.

Regarding the scope, your intuition that it's more than just basic procurement is spot on. For material management and costing, especially in the context of major capital projects, you're looking at hugely complex supply chains, multi-billion dollar spends, and incredibly long timelines. This work involves deep analytical rigor: optimizing cost structures, assessing supply chain risks, strategic sourcing decisions, value engineering, and ensuring project profitability. While it's not "pure strategy" in the M&A CDD sense, it absolutely involves strategic problem-solving and can be very impactful – think about the strategy for delivering a new port, refinery, or major infrastructure on budget and on time. Monotony really depends on the specific engagement, but the scale and complexity usually keep things dynamic.

Your non-engineering background is actually less of a hurdle than you might think for a material management and costing role. These positions often value strong analytical skills, financial acumen, and process optimization capabilities more than a specific engineering degree. The key is demonstrating your ability to break down complex problems, work with data, and drive tangible cost or efficiency improvements. Focus on your transferable analytical and problem-solving skills in the interview.

Hope it helps!

Let me clear up the confusion around these labels.

How they relate. CP&I (Capital Projects & Infrastructure) is the umbrella practice. MPA and EPC advisory are specializations within it. Not separate practices, just different flavors of the same work.

What the work involves. Much more than just procurement and SCM. The scope includes:

• Cost estimation and control for billion dollar projects in construction, energy, mining
• Material management and sourcing strategy for direct materials like steel, concrete, piping
• Project risk assessment, schedule optimization, contractor management
• Owner's advisory and operational readiness

The partner you are meeting focuses on material management and costing. You will be looking at how large projects buy, track, and optimize direct materials. Analytical, commercial, and operationally heavy work.

Vs strategy/CDD. Very different. Strategy is about markets, competitive positioning, deal logic. More cerebral, presentation heavy. CP&I is more operational and tangible. Real assets, real supply chains, real timelines. Neither is better, just different. CP&I projects run longer (months, not weeks) and go deeper in one sector.

On not being from engineering. Less of a barrier than you think. Many people in CP&I advisory are not engineers. Your value is commercial and analytical thinking, not designing the bridge.

CP&I is not as "glamorous" as strategy in consulting circles. But infrastructure spending globally is massive right now. Demand is strong, expertise is harder to replace. That means better job security and often faster progression.

Go in with curiosity. Understand what problems this partner is solving for clients. That will tell you more than any label will.

This differs from firm to firm. 

My recommendation would be to ask somebody who is specifically from that firm. This could be your 'networking' question that you use in the coffee chat. 

If you haven't had these sorts of chats before, you might find this guide useful:

• • Expert Guide: How To Handle Networking Calls and Get Referrals

Best,
Cristian