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CONSTRUCTION & CONTRACTING

From tender to final account — cost by project.

Estimates, contracts, measured quantities, materials and subcontractors flow into one cost line — margin visible while the job still runs.

Talk about contractor operationsExplore capabilities
Cost by project Quantities to each claim Cash flow by progress
Built for: Directors · Site managers · Estimating & tendering · Cost accounting · Materials & plant

Module scope, deployment model and each side's responsibilities are defined per company during the survey phase.

CONSTRUCTION & CONTRACTING
CostBy project 
QuantitiesTo each claim 
Cash flowBy progress 

Readouts describe management scope, not performance figures.

OPERATIONAL REALITY

The job finishes before anyone knows what it was worth.

OPERATIONAL REALITYTARGET STATE

Margin appears when it is too late

Actual cost only becomes clear at final account — the point where nothing can be changed.

Cost visible during construction
By project & work package

Measured work, sign-off and payment disagree

Work on site, sign-off records and payment applications live in three places and are reconciled by hand every cycle.

Gap between measured work and payment
Reconciled each cycle

Site spend runs out of sight

Materials issued, subcontracted work completed and where the plant currently sits are consolidated afterwards rather than tracked together.

Cash flow you can forecast
By certified progress

Outcomes describe capability direction; how much improves depends on your sign-off process, site data quality and recording discipline.

OPERATING CHAIN

Follow one project from tender to the end of the defects period.

Bid-to-Handover
1Estimating & tender
COVERED BY
QuantitiesBudget
BUILT FOR THIS INDUSTRYAmi Tender
2Contract & variations
COVERED BY
ContractFinance
AGENT ON DUTYAmi Contracts
3Construction plan
COVERED BY
ProjectsResources
AGENT ON DUTYAmi Project
4Materials & subcontractors
COVERED BY
PurchasingSite inventory
AGENT ON DUTYAmi Sourcing
5Measurement & sign-off
COVERED BY
ValuationQMS
6Payment & final account
COVERED BY
FinanceBI
AGENT ON DUTYAmi Close

Configured to the project type (building, infrastructure, MEP), the main-contractor/subcontractor model and each client's sign-off rules.

The agents are not bolted onto this chain: each stage has one standing on that stage's own module, running inside the caller's permissions — so no two stages are joined by a connector.

See every agent
CAPABILITIES THAT FIT

Match the right capability to each point on site.

Project management – PM/PPM

Project and work-package structure, schedule, resources and cost per contract package.

Finance – project costing

Cost collected by project, revenue recognised on progress, retention and bonds tracked.

Purchasing

Material requests from site, supplier comparison, purchase orders and three-way matching.

Site inventory

Receipts and issues per site, closing stock and material transferred between sites.

Plant & maintenance – EAM

Construction plant: register, transfers, preventive maintenance and cost per machine hour.

Documents – EDM

Drawings, sign-off records and quality files under approved version control.

Project companies and joint ventures abroad keep their own books and still roll up into one progress and cost picture. See it by market

A DAY IN OPERATIONS

A day on site and a day in accounts, on the same project.

Quantities signed off on site this morning are this afternoon's cost line and payment application — so the margin shows while there is still time to act on it.

Site manager

Goal

Keep progress and measured quantities in step, right there on site.

Modules
  • PM/PPM
  • Site inventory
  1. Open the project tree: work packages due this week, what is running late and which crews are on them.
  2. Record the quantities built per work package and check them against the approved bill of quantities.
  3. Raise a material request for the package coming up and send it straight to purchasing.
  4. Confirm the subcontracted work completed under each subcontractor's own contract.
  5. Prepare this cycle's valuation file, drawings and sign-off records attached, and send it for approval.

Materials & plant officer

Goal

Materials and machines reach the right site at the right time, with a cost trail.

Modules
  • Purchasing
  • Plant – EAM
  1. Collect the material requests coming in from the sites, compare quotes and issue the purchase orders.
  2. Receive goods on site: three-way match of purchase order, delivery note and invoice before anything enters stock.
  3. Issue material to a named work package so the cost lands on the right project instead of a common pot.
  4. Move plant between two sites and book machine hours and cost where it is actually working.
  5. Schedule preventive maintenance on machines coming due so they are not stuck in the peak build window.

Cost accountant

Goal

Know whether a project is up or down before the final account.

Modules
  • Finance
  • PM/PPM
  1. Open the cost accumulating on the project: materials, labour, machine hours and subcontractors.
  2. Compare actual cost with the approved estimate held as the baseline and see which package is running over.
  3. Raise the payment application on the quantities signed off, retention included as the contract sets it.
  4. Track subcontractor balances and the performance bond on each contract.
  5. Recognise revenue on progress under the accounting policy your company applies.

Executive board

Goal

See the whole project portfolio on one screen instead of seven files.

Modules
  • BI
  • Documents – EDM
  1. Open the portfolio: progress, cost spent and forecast cash flow per project.
  2. Drill into a project off its estimate → down to the work package and the individual charge.
  3. Read the valuation calendar ahead to know at which milestones the money arrives.
  4. Approve the files waiting on a signature in their controlled version, even from site.
  5. Assign the review to the site manager straight from the report and follow it until it closes.

The steps describe the standard flow on exactly the modules above. Apus does not replace specialist estimating software — the approved bill of quantities and estimate are brought in as the baseline to compare against actual cost.

AGENTS ALREADY DO

Reconciling, chasing due dates, summarising and rolling up — the repetitive work running through the day above.

PEOPLE STILL DECIDE

Approving spend, settling on a plan, signing — anything that needs judgement still stops with a person.

Operational readiness
CAPABILITY SCOPE

Start with one live project to standardise cost codes and the sign-off routine, then open it to the whole portfolio.

Apus connects projects, purchasing, inventory, plant and finance on one platform — the same core already running for multi-site manufacturers and distributors.
Talk about implementation scope
HOW DELIVERY WORKS

A defined path, not an open-ended project.

  1. 01

    Survey & agree scope

    Map current processes, the systems in use, data owners and which modules to switch on.

  2. 02

    Standardise & configure

    Agree the standard processes, configure the system around them, fix roles and permissions.

  3. 03

    Migrate & run in parallel

    Load master data and opening balances from the templates, run in parallel, reconcile and fix gaps.

  4. 04

    Go-live & expand

    Run for real with an activation team, accept against a checklist, switch on further modules later.

Starting from a scope with clear boundaries is consistently faster and safer than switching everything on at once — expansion then happens on data that is already live.

Not the right fit at this stage if you need

  • To immediately replace a specialist system that is your system of record
  • Deep customisation outside the standard process before the system runs for real
  • Automated decisions replacing people at material control points
  • Multi-year historical data conversion before the source data is cleaned

Learn more

FREQUENTLY ASKED

What contractors ask before changing how they run projects.

Does it handle multi-tier main-contractor and subcontractor structures?+

Project, work package and subcontract structures are configurable per tier, each with its own measured quantities and payment cycle. The exact scope is agreed during discovery.

We already use specialist estimating software — what then?+

Apus does not replace specialist estimating software. Approved bills of quantities and estimates are brought in as the baseline to compare against actual cost; how the two exchange data is defined per implementation.

Can revenue be recognised on progress?+

Revenue can be recognised on certified quantities or contract progress, with retention and performance bonds tracked alongside. The accounting policy applied remains your decision.

How do sites with poor connectivity capture data?+

How much works on a weak connection depends on your process and the devices in use. Apus defines which records must be captured on site and which sync once connectivity returns.

How long does implementation take and what does it cost?+

Duration depends on module count, legal entities and process complexity; the Essentials industry template commits to go-live in 90-120 days. The cost has three lines, all stated up front: implementation (one-off), capacity-based usage (recurring, never per user) and data migration (billed separately).

What happens to the data we hold in Excel or an older system?+

Apus provides standard import templates for master data, opening stock and opening receivables so your team can load them — that part is in the package. If you want Apus to map fields, clean and load for you, or to convert multi-year history, that is the separately billed data-migration line.

Start with one project with clear boundaries.

Map cost codes, valuation cycles, material flows and subcontract packages with Apus before anything is configured.

Talk about contractor operationsSee other industries
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