Construction · ERP & analytics
Construction ERP — Construction ERP with cost per project and procurement control
Every bag of cement knows which site it belongs to
A contractor running several sites at once has one hard question: what is each of them actually costing right now. We built the ERP that answers it — purchase requests approved against the estimate, deliveries booked in by QR code at the site store, and a cost-per-project figure leadership reads the same day instead of at month end.
- Site A · residential block 2 480 000 ₼ 1 712 000 ₼ On budget
- Site B · office fit-out 860 000 ₼ 804 000 ₼ Watch
- Site C · warehouse 1 240 000 ₼ 1 306 000 ₼ Over
Waiting for approval
- REQ-0412 Reinforcement · 12 t · Site A 38 400 ₼
- REQ-0413 Concrete pump hire · 2 days · Site C 4 200 ₼
- REQ-0414 Site accommodation · Site B 1 150 ₼
Over the estimate on Site C + 66 000 ₼
Project facts
- Project type
- Client project
- Industry
- Construction and real estate
- Platforms
- Web system · Site scanner · Management dashboards
- Languages
- Azerbaijani · English
Before The challenge
The site knew. The office found out at the end of the month.
On a construction site material arrives, is signed for, is used and sometimes disappears — all in a day. The office sees the same day as a stack of delivery notes at the end of the month, which is the moment it becomes impossible to do anything about the number that comes out of them.
- Foreman’s notebook What arrived, what was used, written in the evening
- Delivery notes A pile in the site cabin, some of them wet
- Chat messages Urgent requests and photos of price lists
- Estimate file Kept by one person, never next to the actual cost
- Accounting Invoices posted weeks after the material was poured
What it cost
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Cost was known too late to change it
By the time the month closed, the concrete was poured and the money was spent. A budget that can only be checked afterwards is a report, not a control.
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Buying was a race, not a decision
Urgent requests went to whoever answered the phone first, so the same material could arrive at two sites in the same week at two different prices.
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Stores held whatever they held
Material moved between sites without a record, tools left and did not come back, and the difference showed up as a write-off nobody could explain.
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Everyone worked from a different number
The estimate, the purchase orders and the accounts each told a different story about the same site, and reconciling them took longer than the work itself.
Step 01 Procurement
A request, the estimate it belongs to, and someone who has to say yes
Everything the system controls starts as a request raised on the site that needs the material. It carries its project, its estimate line and its quantity, and it cannot become an order until the person whose budget it is has seen what it does to that line.
- 1 Raised on site
- 2 Checked against the estimate
- 3 Priced by suppliers
- 4 Approved
- 5 Ordered
- 6 Delivered and booked
What the request carries
- The project and the estimate line
- A request without a project cannot be raised. The line it belongs to is chosen at the start, which is what makes every later number addable.
- What is already committed
- The approver sees the estimate, what has been spent and what is already ordered but not yet delivered — because a budget without commitments hides the overrun until it arrives.
- Supplier prices side by side
- Quotes for the same request sit next to each other with the supplier, the price and the delivery date, so the choice is visible and the reason for it survives.
- A reason when it is refused
- A returned request carries the reason back to the person who raised it, which is what stops the same request reappearing three days later under a different name.
Where the analytics start
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Price history by material
What this material cost across sites and months, so an offer can be judged against what the company itself has been paying rather than against a feeling.
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Supplier performance
Who delivers on the promised date, who short-delivers and who quietly revises a price between the quote and the invoice.
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Demand that repeats
Materials requested again and again across sites become a planned purchase instead of five urgent ones at retail prices.
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Requests that never became orders
The requests that were refused or expired are as informative as the ones that went through: they show where the estimates were wrong.
Step 02 Site stores
Material is accepted, not merely delivered
A delivery becomes stock only when someone accepts it against the order, and acceptance is a short list of checks on a phone at the gate. Every item, pallet and tool carries a QR code, so a store is countable at any moment rather than once a quarter.
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The scan is the movement
Issued to a crew, moved to another site, returned or written off — each is a scan with a person behind it, not a line reconstructed later.
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Tools come back
Equipment is tracked like stock and signed out to a person, which turns “where is the level” from a phone call into a query.
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Transfers between sites are real
Material moved from one site to another leaves one project’s cost and enters another’s, instead of quietly staying on the books of the site that bought it.
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Write-offs need a reason and a photo
Damage and waste are booked against the project with a cause and an image, which is what makes the number defensible when it is questioned.
Step 03 Estimate against actual
The estimate and the real cost live on the same screen
An estimate is only useful while it can still be met. The system keeps the estimate, what has been committed and what has been spent next to each other for every line of every site, and recalculates the moment a delivery is accepted or a payment is made.
- Estimate The budget per line, per site, as it was approved at the start.
- Committed Orders placed but not yet delivered — the part of the overrun that has not arrived yet.
- Delivered Material accepted at the site store, priced at what was actually paid for it.
- Used What left the store into the work, which is what separates stock from cost.
- Variance The gap between the line and reality, per line rather than per site, so it points somewhere.
- Forecast What the line will land on if the remaining work continues at the same rate.
One site, as the system shows it
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1 240 000 ₼
estimate for the warehouse site, across 68 lines.
Site C · sample data
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1 306 000 ₼
spent and committed today — the overrun is visible in the week it happens.
Site C · sample data
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11 lines
account for the whole variance; the other 57 are within their estimate.
Site C · sample data
Step 04 Control
Everyone gets their own system, not their own spreadsheet
A foreman, a buyer, an accountant and an owner need four different things from the same data, and only one of them should see the margin. Access is by role, every section is permission-gated, and everything anyone does leaves a trail with a name and a time on it.
16 sections
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- Requests
- Acceptance
- Store
- Transfers
- Write-offs
- Tools
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- Orders
- Suppliers
- Quotes
- Contracts
- Deliveries
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- Estimates
- Payments
- Approvals
- Variance
- Dashboards
What roles change
- A foreman sees one site
- Their own requests, their own store and their own deliveries — with quantities, not with prices.
- A buyer sees the market
- Requests across sites, supplier quotes and price history, without the estimates of the projects they buy for.
- Finance sees money
- Orders, invoices, payments and balances, each one tied to the project and the line it belongs to.
- Leadership sees everything
- Every site, every variance and an audit trail of who approved what, when and against which line.
Step 05 Analytics
The reports are the system, not a second job
Because every cost is booked to a project and a line as it happens, the analytics layer reads the operational records directly. Nobody assembles a monthly workbook: the same numbers the site typed in are the ones leadership opens.
- Materials 757 480 ₼
- Subcontractors 300 380 ₼
- Equipment 156 720 ₼
- Site running costs 91 420 ₼
Weekly variance against the estimate
Negative weeks are the ones where a line went over. On the old monthly cycle none of them were visible until the month closed.
- Cost per project, per line
- Where a project stands against its estimate today, with the lines that carry the variance at the top instead of buried in a total.
- Material consumption per stage
- What a stage of work actually consumes across sites, which is what turns the next estimate from a guess into an average.
- Procurement analytics
- Prices, suppliers and lead times over time, so buying decisions are made against the company’s own history.
- Who approved what
- A full trail of approvals and refusals, which matters as much for defending a decision as for finding a mistake.
Our role
What Atlas BIP did
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Started from the estimate, not from the modules
We took an approved estimate and followed every line of it into reality — request, order, delivery, store, use — and built the system so that each of those steps writes back to the line it came from.
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Built the ERP from scratch
Requests, approvals, orders, suppliers, site stores, transfers, write-offs, payments and reporting as one system on one data model, with permissions designed in rather than bolted on.
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Put the store on a phone
QR labels for material, pallets and tools and an acceptance flow short enough to complete at the gate, because a store that is updated in the evening is a store that is wrong.
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Made the budget a live control
Estimate, committed, delivered and used side by side on every line, recalculated as things happen — which is what turns a monthly report into a decision people can still act on.
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Built the analytics on the same records
Cost per project, consumption per stage and procurement analytics drawn straight from the operational data, so there is one number and one place it comes from.
Engineering
How it was built
- System
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- Web application
- Relational database
- Role-based access control
- Audit trail
- Field
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- QR labelling
- Phone acceptance flow
- Photo evidence
- Offline-tolerant entry
- Money
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- Estimate lines
- Commitments
- Approval rules
- Variance engine
- Analytics
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- Operational reports
- Power BI dashboards
- Excel export
Questions and answers
Questions we are asked about this project
Does this replace the accounting system?
No, and it should not. Accounting answers what was paid and when, for the state and the auditor. This answers what a site is costing while it is still being built. The two meet at the invoice, and we keep that meeting point deliberate rather than accidental.
Will people on site actually use it?
Only if it is faster than the notebook it replaces, which is why acceptance is a scan and a handful of taps rather than a form. When entry is slower than the old habit, the data is wrong within a month, whatever the training plan says.
How do you handle work that changes mid-project?
Estimates get revisions, and the system keeps the original next to the revised one. A variance against a budget nobody remembers approving is an argument; a variance against a versioned line is a fact.
Can a contractor start with only procurement?
Yes, and it is often the right first step: requests and approvals create the records that everything else needs, and they show the return quickly. The store and the estimate control can follow once people trust what is already there.
Your project
Your system is next
Tell us how orders, money and documents move through your company today. We reply within 24 hours with questions and a concrete plan.
Site names, request codes and figures on this page are sample data used to show the interface. The contractor is not named, and none of this is a client’s commercial information.
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