Contractor Bidding 50 Plus Projects Yearly Gains Budget and Cost-Profit Control

Company Profile / Background

A contracting company wins more than fifty projects a year, but those jobs are spread far apart, some in the city, others in townships such as Mangshi, with cycles ranging from several years to a few months. Larger projects are split into multiple construction and settlement stages, while a typical project runs through four or five stages. Managing profit, budget and materials across that scattered, staged portfolio by hand had become untenable.

Core Challenges

Dispersed, multi-stage projects

With dozens of projects in different locations and at different stages, simply knowing where each stood was a daily struggle. The accounting team could not keep a reliable picture of progress across sites, and a project that slipped in a distant township could go unnoticed until it became a problem.

Project profit hard to calculate

Each project team carries an annual profit target, and the company must account not only for overall project profit but also for the target of each sub-leader. Past manual accounting was slow, inaccurate and often omitted hidden costs such as idle equipment, so real margin was unclear and incentives were hard to ground in fact.

Budgets disconnected from execution

A dedicated budget department prepared project budgets, but because the budgeting system was separate from project management, control happened only after the fact. Cost could not be steered during the work, putting project profit at risk.

Complex material management

Procurement struggled to confirm how much material each project bought and actually spent, while finance had to pay suppliers by project and write off against purchasing documents, a heavy reconciliation burden.

How the System Solved It

The contractor brought project management, budgeting and procurement onto the HaoYeCai cloud ERP suite (the ERP product by Chanjet), so the same project card carries its plan, spend and progress. With the stages, budgets and supplier records connected, the team could finally manage a fifty-project book as one coordinated whole.

Projects classified by region and stage

Projects are categorized by region for a quick view of distribution. At initiation, the system records the stage plan with each stage's owner and start and end dates, so managers see the essentials at a glance.

Mobile progress reporting

Project managers report execution progress from their phones, and leaders view the exact stage of remote projects on the project kanban at any time.

Automatic cost and profit collection

When a business document is created, it is linked to a project and revenue contract, and the system summarizes by project and contract automatically instead of waiting for a month-end roll-up. The profit kanban and revenue contract execution table show overall project profit in real time, and costs are also summarized by department and salesperson so leaders can see who is ahead of plan.

Budget control imported from Glodon

The budget department imports Glodon (Guangliandan) budget tables through intelligent import, builds budget details quickly in the system, and activates them through an approval flow. When purchasing or expense occurs, the system matches it to the budget and warns on overruns, achieving full-process budget control.

Smart purchasing and supplier reconciliation

Headquarters purchasing aggregates each project's purchase requests into one plan and auto-splits by item and supplier. Procurement is tracked by project and revenue contract, and finance screens a supplier reconciliation list by supplier, project and item, shares it online, and a write-off robot automatically settles balances strictly by project, contract and order.

Measurable Results

One system for a fifty-project portfolio

Regional classification, mobile progress and live profit kanbans replaced phone calls and manual tallies, giving leaders a current view of every staged project. Budget import from Glodon plus automatic matching turned after-the-fact analysis into real-time control.

Reconciliation handled by the system

Online supplier reconciliation and the write-off robot removed the heaviest manual work, letting finance settle balances accurately by project, contract and order without re-keying.

Conclusion

For a contractor juggling fifty-plus dispersed, multi-stage projects, control comes from connecting budgeting, cost collection and procurement in one place. The ERP suite delivered that single view and freed the accounting team from spreadsheet reconciliation. What used to take a small army of spreadsheets now runs from one dashboard, and the team can take on the next bid without fear of losing track of the last one.