On any given morning driving into the office I pass 3-4 construction sites. In just the last month I’ve seen a small office building be demolished, cleared, and a pad being laid for a new building. Commercial and residential construction continues to flourish in the DFW Metroplex. While this is great news, there is a down side to this trend that contractors must be on the lookout for.
History has shown that when construction is booming, companies may tend to spend more and pay less attention to costs because margins are high and cash flow is strong; only when activity starts to slow will they start paying closer attention to costs. Even in a good economy it is important not to overlook these costs. Contractors must keep track of how increases — or decreases — in profitability can affect the company. The following are ways for your company to maintain its profitability.
“Overhead” or “indirect costs” — expenses that aren’t directly related to your projects — are easy to ignore. Examples of indirect costs include:
Other indirect costs include small tool, fuel and supply, and freight charges. Taxes, title transfers, permits, bonds and job insurance, and shop and marketing costs are all typically considered indirect costs, too.
If your construction company fails to properly allocate indirect job costs to projects, you’re missing out on opportunities to recoup expenses and submit accurate bids. So how can you reduce these costs? Analyze indirect costs and their relationship to your operating results. This can help you determine which costs are fixed, which are variable and which are a little of both.
Changing fixed costs can be tough. Try negotiating with your lenders, landlords, utility providers, and others with whom you regularly do business. Look to trim variable costs by cutting out (or down on) unnecessary expenses.
Once you’ve done this, construct a budget for indirect costs to plan for the coming year. Regularly compare your budgeted amounts for indirect costs with your actual spending. If you’re going over budget, look for ways to cut back.
It’s easy to take for granted the management of construction receivables and payables. You do the construction work, generate an invoice, and send it out. Bills come in and you pay them as appropriate.
Consider your billing practices. Underbilling will not allow you to cover the costs incurred on the job. Advance billings that are too aggressive may leave you struggling with cash flow as the job winds down.
What if you’re experiencing a cash flow shortage? If you’ve always paid vendors within 30 days, consider extending your payment cycles. Ask for a break from your creditors to help you handle the cash crunch and deal with cost overruns. Just as you’re sometimes flexible with parties that owe you money, creditors may be willing to work with you.
Make sure to address change orders properly. Doing so can help protect and even bolster your bottom line. This means that you need to know your contract so you can quickly identify a change and how it differs from the original agreement.
Take the time to review your change order system. Having a written, signed, and authorized change order that will get you paid requires careful recordkeeping. Maintain daily reports, project correspondence, meeting minutes, schedules, cost records, photos, and other documentation to help indicate an operational change.
Finally, provide written notice and an explanation of how your revised work will affect the schedule and delivery date. Include a date on the notice to prove you gave owners plenty of time to adjust to the associated costs. Following these steps will help increase the likelihood you’ll get paid for the extra work, without fighting a defense from the owners based on lack of notice.
As with any business, having a healthy bottom line is crucial for contractors. You may already be implementing some of the concepts here, and it may be time to start others. To keep your profitability on track, talk to your financial advisor.
Seek the services of a legal or tax adviser before implementing any ideas contained in this blog. To reach a financial advisor at Lane Gorman Trubitt LLC, call (214) 871-7500 or email email@example.com.
Lance joined LGT in 1999. He has over 15 years of service within the accounting industry. His responsibilities include audit project management, as well as compliance auditing. Lance plans and supervises the staff on audits and engagements, reviews field work and prepares financial statements. Lance has extensive experience in the construction industry, auditing privately owned contractors. Lance also has experience in the real estate industry, auditing real estate land and multi-family developers and home builders. Lance has been involved in expert witness preparation for construction related court cases in venues such as bankruptcy, district and local courts in Texas concerning various audit and financial issues.