Solutions · Construction
Sites, materials and costs under control.
In construction, money, materials and work volumes are spread across sites, contractors and chats. Spending often shows up only after it has happened. See below how it works on a multi-storey residential project.
Sample Figures, names and screens are for illustration. Every system is built around your processes.
01/07Budget
See the budget impact before you approve the spend.
If a purchase request is approved without looking at the budget, the overrun is discovered after the money is gone.
The approval screen shows the budget, actual costs and contract commitments. How the new request affects what’s left is clear up front.
The project manager decides whether to approve the request or revisit the budget.
- Actual cost
- Contract commitments
- New request
Frame: concrete and rebarM UZS
If approved, the budget is exceeded by 88M
Finishing worksM UZS
02/07Material supply
Material requests shouldn’t get lost in a chat.
The site foreman posts a request in a chat, someone approves it, someone else buys. Did the material reach the site, and how much? Nobody knows for sure.
Request, approval, purchase, delivery and site receipt are kept in one record. Every step shows its owner and date.
The site foreman confirms quantity and quality on receipt.
- RequestForeman · Nov 4
- Approval11 t, within budget
- PurchaseProcurement
- DeliveryDelivery note: 11 t
- Receipt0.4 t short
Request history
- Nov 4Foreman created the request: 18 t
- Nov 5Phase 1 approved: 11 t; the other 7 t wait for budget
- Nov 6Order placed, delivery November 9
- Nov 9Delivery note: 11 t
- Nov 9Weighed on site: 10.6 t, 0.4 t short. Supplier notified
Who sees this status
- FForeman
- PProcurement
- PProject manager
03/07Site stock
Know how much material went into each piece of work.
Once material reaches the site, nobody sees which work it went into. Overuse or losses come out only when the books are closed.
Site deliveries, transfers between sites and issues to work are all recorded. Usage per work package is compared with the design quantity.
The foreman explains any deviation; technical supervision assesses it.
2nd-floor slab · 7 m³ over design
- 4 m³ sent to block B, document not entered
- Foreman’s note: 3 m³ leaked from the formwork
04/07Work and payments
Completed work, advances and payments should add up.
When completion certificates, contract terms, advances and payments are tracked separately, it’s easy to overpay a contractor or forget to recover an advance.
Approved work quantities are checked against the contract price, the advance and earlier payments. The amount due is calculated and sent for approval.
The finance director approves the payment.
CERTIFICATE OF COMPLETED WORK No. 7
Concrete works contractor
Linked to contract No. 12
Ready to pay: 129,920,000 UZS
05/07Schedule
A delay should come with its reason and its owner, not just a mention in a meeting.
Delays get mentioned in the site meeting. If nobody is clear which work depends on which, or who is responsible, one delay turns into a chain.
Stages, dependencies, owners and delay reasons are kept in one schedule, so you can see how one delay affects the work that follows.
The project manager decides whether to add resources or move the deadline.
7th-floor slab
06/07Final cost
How much more will it take to finish the building?
What has been paid is known. But without signed contracts and work not yet started, the project’s final cost stays unclear.
Actual cost, open contract commitments and the forecast for remaining work are kept separately. Together they show the project’s final cost.
The project manager and finance approve the forecast together.
- Actual costAccepted work14.2
- Open commitmentsSigned contracts not yet performed4.6
- Remaining work forecastEstimate for work without contracts3.9
Each amount is counted once: when a contract is performed, it moves from commitments into actual cost. Cash planning is separate and also covers accepted but unpaid work and payment dates.
07/07Overview
Money, materials and schedule in one view of the site.
When the budget sits with finance, materials with procurement and the schedule in the foreman’s notebook, management hears about the site in pieces at the weekly meeting.
The site’s money, materials and schedule are all visible from the same data.
The system shows what needs attention. The decisions stay with you.
- 01BudgetFrame: 88M extra budget not yet approvedPending
- 02ProcurementNo. 0347: rebar 0.4 t shortOpen
- 03Site stock2nd floor: 7 m³ concrete variance under reviewUnder review
- 04ContractorsCertificate No. 7: 129.9M to payApproved
- 05Schedule8th-floor walls: second crewPlanned
- 06ForecastFinal cost: 22.7B UZSBudget +5.6%
Rebar request No. 0347: one history
What needs attention
- Claim the missing 0.4 t of rebar from the supplierPProcurement
- Extra budget needed: 88M for the frame, 1.2B for the whole projectPProject manager