CREATING STRONG FOUNDATIONS
The construction industry, being one of the most important sectors of a country's economy, must constantly adapt to market changes. Not only technological innovation and the use of less environmentally harmful resources are important for this industry, but they also require better work methods, supervision and control to guarantee the profitability of their projects.
The planning and budgeting of the work, the negotiation of the cost of materials, the supervision of labour and compliance with established deadlines are some of the key factors to ensure the expected quality and profitability.
In addition, maintaining effective coordination between internal processes and external services that are necessary for project fulfilment (subcontractors, government permits, suppliers, notaries, etc.) can make the difference between a highly profitable project and an unprofitable project.
- • Definition of objectives by business unit and sales executive.
- • Lead generation and management model.
- • CRM implementation.
- • Coaching and active supervision model.
- • Indicators and daily management model.
- • Commercial strategies model.
- • Increase in sales and gross profit.
- • Increased sales productivity.
- • Improvement in effectiveness and lead conversion percentages.
- • Decrease in lost sales due to lack of follow-up with prospects.
- • Increase in the effectiveness of commercial strategies.
- • Integrated planning model and project budgets.
- • Purchasing and negotiation model.
- • Supply and inventory management of materials on site.
- • Construction progress control tools.
- • Indicators and management of deviations to construction costs.
- • Improved construction cost and project profitability.
- • Reduced inventory of slow-moving and non-moving materials.
- • Reduction in deviations to construction cost budgets.
- • Increased delivery schedule compliance.
Machinery and Equipment
- • Preventive and corrective maintenance plans.
- • Technical shop productivity model.
- • Inventory replenishment model.
- • Increase in equipment productivity, reducing downtime.
- • Reduction in machinery and equipment maintenance costs.
- • Budget and expense management model.
- • Effective collection and portfolio recovery processes.
- • Development of financial statements by project and business unit.
- • Reduction of administrative and operating expenses.
- • Reduction of financial costs associated with accounts receivable.
- • Correct and timely financial information.
- • Master plan for each area to define organizational structure.
- • Optimal remuneration system.
- • Job profiles and descriptions.
- • Reduction of payroll costs.
- • Reduction of personnel turnover.
“The project’s results have exceeded the initial objectives. Some of the main quantitative results include a 12% reduction in organizational structure expense, a 9% reduction in operating expenses for our accounts, and an 8% reduction in maintenance expenses in developments.”
President Consorcio ARA