Construction Company: Monthly Project Requirements

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How many projects should be active this month?

Run five active projects to balance revenue with control in October 2025.

Project A (retail fit-out) and B (12-unit residential) drive most near-term revenue, while C (warehouse) and D (roadworks) add volume and equipment utilization; E (villa renovation) fills finishing crews between inspections.

Keep each job with a named PM, weekly look-ahead, and frozen two-week lock plan to prevent scope creep.

Freeze any sixth project until cash coverage is ≥1.2× the next 30-day outflows and critical crews are at ≤85% utilization.

Review portfolio load every Friday at 4:00 pm with PMs and QS for acceptance or deferral decisions.

What is the total budget this month and how is it split by project?

The October 2025 working budget is $4.85M across five projects with a 10% central contingency.

Allocate budgets strictly by WBS, linking each cost code to a schedule item so finance mirrors progress; keep vendor rates fixed by signed POs before mobilization.

Hold back 2% of each package for punch and defect correction; separate consumables from capitalizable assets for clean job costing.

Escalation clauses apply to steel and asphalt packages only, capped at 6% month-over-month.

Issue budget variance reports every Monday to flag >±3% deviations for immediate action.

What materials are required and when must they arrive?

Materials must land just-in-time by phase to cut storage risk and theft.

Concrete, steel, CMU, asphalt, drywall, and key MEP items anchor this month’s schedule; long-lead items (glazing, HVAC AHUs) require confirmed ETAs before related works start.

All deliveries need gate slots and lift plans; partial shipments are acceptable if they unlock critical path tasks.

QA/QC checks (mill certs, slump tests, moisture content) must be recorded at receipt.

Any late delivery over 24 hours triggers resequencing to protect the critical path.

What workforce do we need by trade?

Plan for an average of 118 workers on site per day across all projects.

Peaks occur during B and C slab cycles; night crews are reserved for D paving; HSE coverage remains at a minimum of 1 officer per two jobsites.

Keep absenteeism buffer at 8% via vetted floaters; enforce tool-box talks daily at 7:30 am.

Any trade below 75% planned headcount for two days triggers reallocation from non-critical tasks.

Approve overtime only when it protects a critical path task documented in the look-ahead.

You’ll find detailed workforce planning benchmarks in our construction company business plan, updated every quarter.

Which subcontractors are needed and what is their status?

Twelve subcontractors are engaged this month: nine confirmed, three pending award.

Pending awards are asphalt paving (D), glazing (B), and HVAC (C); each must be let by October 6 to preserve downstream activities.

All subs must submit RAMS, insurance, manpower histograms, and delivery programs before site access.

Unrecovered defects older than 7 days suspend further progress payments until rectified.

Back-to-back warranties and liquidated damages mirror client contracts to protect margins.

What heavy machinery is required and for how long?

Seven key units are scheduled with precise day counts and site allocations.

Conflicts are resolved by a shared plant calendar; fueling and maintenance windows are booked off-hours; operators are cross-trained to reduce idle time.

Hire rates are locked weekly; any idle over 2 hours/day is reported to the plant manager for redeployment.

Lifting plans and ground bearing checks are mandatory before crane operations.

Equipment movements are consolidated to cut low-boy transport costs by 18–22% this month.

What safety and compliance inspections are scheduled and how do we prepare?

Plan three internal audits and two external inspections this month across the five jobs.

Preparation includes toolbox talks, method statement briefings, PPE checks, scaffold tags, and equipment certificates; high-risk work (lifting, hot works, confined spaces) requires permits and spotters.

Close non-conformities within 48 hours and document corrective actions with photos in your field app.

Emergency drills are booked for October 10 (A/B) and October 22 (C/D) with attendance sheets.

HSE KPIs: TRIR = 0, near-miss reporting ≥5 per site per week, corrective action closure ≥95% on time.

What supply chain challenges do we expect and what are the contingencies?

• Steel: possible mill backlog; lock bending schedules by Oct 3 and approve alternates of equivalent grade.
• Asphalt: night-plant capacity constraints; secure priority slots and nominate a standby plant.
• Glazing lead: customs clearance risk; pre-file documentation and split shipments by elevation.
• HVAC: AHU/FCU electronics delays; keep 2 spare control modules and pre-commission ductwork.
• Transport: fuel price spikes; combine loads and fix rates for the month with a surcharge cap.

This is one of the strategies explained in our construction company business plan.

What cash flow is required, including supplier and subcontractor payments?

Projected October cash outflow is $3.02M with a mid-month peak.

Supplier draws (materials) account for $1.74M, subcontractor progress claims for $1.13M, and plant/fuel/overheads for $0.15M; maintain a $1.5M liquidity buffer to avoid work stoppages.

Client invoices go out on October 3 (interim) and October 24 (second interim); expect average 18-day DSO with 5% retainage.

Early-pay discounts at 1.5% are applied to three strategic suppliers where cash allows.

Any negative variance >$250k triggers scope resequencing to late-cash items without damaging the critical path.

What critical milestones must be achieved this month?

Hit five contractual milestones to keep revenue certificates on track.

B: Level 3 slab pour by Oct 12; C: steel erection 60% by Oct 19; D: wearing course complete by Oct 28; A: MEP rough-in inspection passed by Oct 21; E: interiors 50% by Oct 25.

Each milestone has a pre-list of prerequisites; PMs must sign readiness checklists 48 hours before the planned date.

Slippage beyond 48 hours must be escalated to the GM with a resequencing plan and resource moves.

Daily “traffic-light” dashboard shows status and blockers for immediate action.

What reporting or documentation is due this month?

• Weekly progress reports (photos, S-curve, earned value, delays/claims log) every Friday 5:00 pm.
• HSE packs (induction logs, PTWs, inspections, near-misses) every Tuesday 10:00 am.
• Quality dossiers (ITPs, checklists, test results) uploaded within 24 hours of activity.
• Commercial reports (cost-to-complete, committed vs. budget, cash forecast) every Monday noon.
• Client billing submissions with sign-offs by Oct 24 close of business.

We cover this exact topic in the construction company business plan.

What risks could impact delivery and how will we mitigate them?

• Weather windows: keep rain calendars; shift pours/paving to earliest clear slots.
• Material delays: approve alternates; split deliveries; resequence non-critical tasks.
• Labor gaps: keep an 8% floater pool; cross-train; activate standby subcontractors.
• Design changes: enforce change control; price and approve before fieldwork starts.
• HSE incidents: mandatory permits; spotters; stop-work authority for all staff.

Get expert guidance and actionable steps inside our construction company business plan.

Conclusion

This article is for informational purposes only and should not be considered financial advice. Readers are encouraged to consult with a qualified professional before making any investment decisions. We accept no liability for any actions taken based on the information provided.

Sources

1. BCI Central – Thailand Construction Leads
2. U.S. Census – Construction Spending
3. OpenText – Budget Planning
4. Smartsheet – Project Budget Templates
5. ARS Contracting – Material Delivery Optimization
6. StruxHub – Delivery Scheduling
7. Rdash – Construction Supply Chain 2025
8. Yaveon – Material Requirements Planning
9. Construction Coverage – Spending Data
10. Autodesk – Construction Statistics