An office fit-out in Egypt should start with an agreed brief, a measured site survey and a responsibility matrix. Buying furniture first can lock a company into a layout that does not suit its teams, building services or move-in date. A better sequence is to define the work, approve the plan and specifications, then coordinate production, delivery and handover.
This guide is for facilities teams, founders and procurement managers setting up a new company office or relocating an existing one. It explains what to prepare before requesting quotations, which costs to separate and how to decide whether a single delivery partner fits the project.
Decide what “fit-out” includes in your quotation
A furniture-only order and a core-and-shell project need different briefs. Do not assume that “turnkey” automatically includes partitions, power, data cabling, lighting, air-conditioning changes or landlord approvals. Name every workstream and assign a responsible party. Building-specific approvals and technical design should be confirmed with the relevant qualified professionals.
| Workstream | What the brief should state | Approval owner |
|---|---|---|
| Layout | Departments, work settings, storage and expansion needs | Facilities and department leads |
| Furniture | Quantities, dimensions, finishes and accessories | Procurement and project sponsor |
| Building services | Who coordinates power, data, lighting and other works | Relevant technical team |
| Installation | Access route, working hours, protection and waste removal | Site and delivery teams |
| Handover | Inspections, outstanding items and support documents | Named client representative |
Turn headcount into a furniture schedule
Headcount is a starting point, not a desk quantity. Record how many people attend together, which roles need assigned seating, what visitors use and whether teams work in shifts. Separate operational workstations from reception, meeting rooms, executive offices and quiet spaces. Include shared storage, personal belongings and equipment rather than filling every available area with desks. For an illustrative 40-person office, do not automatically request 40 identical desks. First ask whether all 40 attend at once, whether reception is included and whether meeting or project spaces also serve as work settings. The final quantities should follow the approved operational brief; this example is not a FlakeTech client case study.
Survey the site before approving dimensions
Check measured drawings against the site. Columns, doors, floor boxes, glazing, existing sockets and access to services can change a layout. Verify lift dimensions, loading restrictions and the route from unloading to the final room. A desk that fits on a plan may still need a different assembly method to reach the floor. Request a coordinated furniture layout with product references and revisions. Treat verbal changes as proposed changes until the responsible person approves an updated drawing. Keep the approved file in one shared location so manufacturing and installation work from the same version.
Build the budget around scope, not a square-metre headline
Separate design and survey work, furniture, customization, accessories, transport, installation and any building works. Ask suppliers to identify taxes, exclusions, provisional items and the assumptions behind delivery. Compare the same quantities and specifications across proposals. A low total is not informative if one offer excludes cable management, assembly or delivery to the required floor. Maintain a contingency appropriate to the project’s unresolved risks. Instead of inventing a standard percentage, list the items still awaiting a survey, sample or technical decision and assign an allowance with the project team.
Approve samples before committing the full order
An approval pack should contain the layout revision, furniture schedule, finish codes, upholstery references and any sample or mock-up sign-off. Confirm what substitutions require consent. For custom workstations, a representative sample can reveal an awkward cable outlet or a drawer that clashes with a chair before the issue repeats across the office. Agree who can approve and how late changes affect cost and timing. The project programme should distinguish design approval, material confirmation, production, site readiness, delivery and installation. A planned move-in date is not the same as a confirmed manufacturing slot.
Plan the move and handover as a separate phase
Assign a zone or floor to each delivery phase. Confirm that preceding works are complete and that rooms can receive furniture safely. Prepare a snag list with location, issue, owner and closure date. Count delivered items, inspect finishes and stability, and test drawers, locks, mechanisms and cable access where relevant. Collect maintenance guidance, the agreed warranty terms and the process for reporting a problem. Handover should make future replacements or expansion easier: keep the approved product and finish schedule rather than relying on photographs alone.
What to send FlakeTech Business
Send your location, available drawings, approximate attendance, departments, required spaces, target move-in window and known site restrictions. FlakeTech Business brings workspace planning, manufacturing, sourcing, delivery, installation and after-sales support into its project offering. Confirm the precise scope and lead time in your proposal. Explore our workspace capabilities and delivery process, review the corporate furniture catalogue and request a project discussion.
Frequently asked questions
Is office furniture the same as an office fit-out?
No. Furniture is one workstream. A fit-out may include additional design and building works, but only the agreed scope defines what your supplier will deliver.
Can an office be delivered in phases?
It can be planned that way when access, production, dependencies and acceptance criteria are agreed. Confirm the programme before ordering.
How long will the project take?
There is no reliable single duration for every office. Stock availability, custom manufacturing, approvals and site readiness determine the project programme.
What is the most useful first document?
A brief combining the measured plan, attendance assumptions, space list and responsibility matrix. It makes quotations more comparable and exposes missing decisions early.