The operational challenges of construction and general contractors that no generic management system solves
Swiss construction operates in one of the most complex regulatory and operational environments: SIA standards, SUVA safety requirements, mandatory subcontract traceability, and regulated price lists to be managed with precision. Added to this is the typical structure of a Swiss construction company: simultaneous management of multiple job sites, often cross-border subcontractors, and progress billing (SAL) to be submitted punctually to clients.
The result for those managing all this with Excel and Word documents is predictable: quotes not traced back to the order, costs emerging only at end of works, delayed progress billings, unreconciled subcontractors, margin unknown at project completion.
Where Swiss construction SMEs lose margin
- Quote disconnected from the order: the quote wins, but actual costs are not monitored in real time. The gap only emerges at end of works.
- Unsynchronised progress billings: the progress status updated on site reaches the office with delays. Invoicing is issued on outdated data.
- Subcontractors out of control: costs of third-party firms reconciled manually, often late and with errors.
- Scattered documentation: plans, minutes, SUVA photos across email, WhatsApp and various folders.
- Accounting separate from the order: margin per site is calculated manually, late and with a margin of error.
