Industries
EPC & infrastructure
Engineering, procurement and construction organisations that need one backbone from planning and budget through execution, billing and finance.
The day it goes wrong
The programme says the package is 62 per cent complete. Procurement has committed 78 per cent of its budget. Both numbers are correct, both come from different systems, and the first person to notice the gap is whoever signs the next purchase order — usually a month after the decision that caused it.
None of that is a discipline problem. It is what happens when the transactions that run a project live in different places — so the control has nowhere to sit.
The words you already use
These are transactions in the product, not fields we mapped onto it afterwards.
- Package
- Budget head
- Commitment
- BOQ
- Progress
- Hire order
- Log sheet
- Idle time
- Breakdown
- Inspection
- Observation
- RA bill
- Retention
Pain areas
Pick the one that is costing you most
Each one names what it actually costs, what changes, and the transactions that do the work — so you can judge the mechanism rather than the promise.
Commitments are made without live budget context
What it costs you
A purchase order goes out against a cost head that is already over. Nobody sees it until the variance report, and by then the money is committed contractually and cannot be pulled back.
What changes
Budget and budgetary control check the commitment at the point it is raised — against cost head and BOQ — so an overrun becomes an approval decision rather than a discovery.
The transactions that do it
What we would switch on first
Budget and procurement together
In EPC the commitment is the control point. Once budget heads are live and purchase orders check against them, planning, plant and finance have something reliable to attach to.
Next step
Bring the project that is giving you the most trouble.
We would rather walk one difficult project than demonstrate a clean one. Bring its indents, its approval levels and its billing terms, and we will run them through the cycles you have just read about.
- 1
You send a note
Two lines on your projects and where control leaks today. No form marathon — the optional fields exist only to make the first call sharper.
- 2
A 20–40 minute walkthrough
We narrate the Procurement to Pay cycle against how you actually work. It is your process on the screen, not a feature tour.
- 3
A written recap
Scope, edition fit and what a sensible first phase would cover — in writing, so you can circulate it internally.
Walk it on your project
Tell us which of the pain areas above sounds most like your week and we will lead with that one.
Request a walkthroughNo obligation and no procurement process to start a conversation. If the fit is wrong we will say so on the first call.