Quick answer: A true construction system is more than accounting with a project screen. It should connect sites, procurement, stores, costing, claims and subcontractors in one flow.
The main problem in construction is often delayed, duplicated and poorly allocated data. Test software against a real process from site request to committed and actual cost.
Project and WBS control
Management should see budget, actual cost and progress by project and cost code.
- Projects
- WBS
- Budgets
- Actual cost
- Progress
Site procurement
Material requests should flow through approvals, sourcing, PO, receipt and project costing.
- Material request
- Approvals
- RFQ
- PO
- GRN
Stores and sites
Issues, transfers, returns and waste require immediate visibility.
- Site stores
- Transfers
- Issue/return
- Waste
Claims
Connect quantities, approvals, deductions and payments.
- Client certificates
- Subcontractor claims
- Retention
- Advance recovery
Profitability reporting
Monitor committed cost, actual cost and cash flow before project close.
- Committed cost
- Budget variance
- Cash flow
- Profitability
- EVM
Frequently asked questions
Is general ERP enough?
It may cover finance and inventory, but construction-specific workflows must be validated.
Can we start with one module?
Yes, if master data and integration architecture are designed from the beginning.
Key KPI?
Actual cost accuracy by project/cost code and procurement cycle time.
Next step
Map one live project lifecycle and identify where information or cost visibility breaks down.
