Contractors don't outsource execution — they run it. Daily labour deployment becomes a fortnightly bill. Material indent against the BOM becomes site consumption against work executed. Equipment hire becomes a log book becomes a billing line. Standard efficiency vs achieved tells you which machine is earning its keep. And every line is asked the only question that matters: what was planned, what happened, where's the variance?
Plant maintenance — preventive scheduling, breakdown tickets, sub-assembly tracking, tyre position, life cycle, warranty — runs on the same engine as building maintenance. We've put it on the CAFM page so it serves both contractor plant and operating-asset managers from one place.
The site supervisor allocates labour to activities at start of day. End of day, the attendance roll signs off — names, hours, activity worked. Fourteen days roll up into a fortnightly bill. Department billing rolls monthly into the salary journal. Payroll posts to Financials. The activity tagging is what makes the variance lens work — every man-hour lands on the right BOQ line.
The Project Engineering spine creates the BOM — what each activity needs, in what quantity, at what co-efficient. The execution rhythm sits here. Indent against the BOM auto-suggests once a budget is locked. PO and GRN happen via the Materials module. Site issue is activity-tagged so consumption lands on the right BOQ line. End of fortnight, the question: did we consume what BOQ said we should — for the work we actually executed?
Whether owned or hired, every machine carries a log book. Hours run, meter reading, fuel, activity worked, operator. The log book is not paperwork — it's the source of utilization billing for hired equipment, and the source of efficiency tracking for the fleet. Standard Efficiency sets the reference per asset class. Achieved efficiency is what comes out of the log book. Comparing the two — across crawler cranes, across concrete pumps, across the same model on different sites — tells you which machine is earning its keep.
Per BOQ activity — slab F5, brickwork F3, plaster F1 — what was the planned cost, what was the actual? The lens that tells you which activity is bleeding margin and which one is over-performing. You can shut the bleed before the next floor starts.
Per resource — labour, equipment, material, sub-contract — what was budgeted, what was consumed? Same activity, but viewed across the resource axis. Maybe labour is on plan but cement is over by 12%. Same data, different cut, different action.
The roll-up. Project-level number that tells the CFO and the board where things stand against the bid. Comes naturally from the activity × resource grid. The lens that ends review meetings — because the answer is in front of everyone before the meeting begins.
The activity-resource grid sits underneath all three lenses. Sum across rows for activity-wise. Sum down columns for resource-wise. Sum the whole grid for total. One source of truth — for the site supervisor, the project manager, and the CFO.
I used to ask my project manager 'how is the slab going?' He'd say 'all good, sir.' Now I open the screen and see — slab F5 is 4% over on labour and 8% over on cement, but the column work below is 6% under. Two minutes. No meeting. And we know what to fix before the next floor.— Owner · Indian contractor · 22 years · ₹600 Cr active
30 minutes. We'll walk a real working site — daily labour entry, equipment log book, fortnightly bill cycle, efficiency comparison across the fleet. And we'll show the variance lens with your numbers, not ours. Contractors only.