![]() ![]() ![]() The following offers a closer look at four business areas that hold the largest potential for value creation in succession of their level of efficiency, savings and strategic value offerings. And doing so helps contractors get more value from rental expenditures. ![]() A rental strategy, integrated with owned equipment and managed cohesively across the business, gives everyone the visibility they need within context they need it. A recent McKinsey & Company survey found that 90 percent of contractors are worried about the extra cost of the overuse of their rented equipment. This makes it easy for projects to go off schedule or over budget, particularly if rentals need to be added midstream. Rental is a responsive solution, but it can also tamper with a predetermined fleet plan and result in a lack of visibility into costs and utilization. This is especially true of rented equipment, which is sometimes driven by time-critical and unanticipated construction project needs. And the more the decision-making process evolves to maximize efficiency, the more value per dollar the equipment fleet contributes to the business. When you leverage a fleet management system and the valuable data it generates, projects benefit from a multiplier effect. Both office and jobsite personnel can work together to improve project efficiency-a key business goal.Ī recent PwC survey that found that 85 percent of CEOs cite operational efficiency as one of the best returns on their digital technology investment. Stakeholders, the chief executive officer (CEO), on-site managers, equipment operators, project planners, accounts payable and administrative personnel will have vital information that helps them do their jobs more efficiently. When you harness the data in a fleet management system, it will become apparent that every piece of equipment has a meaningful story to tell. By applying technology to fleet management, your company can boost productivity and, ultimately, the bottom line. ![]() Business processes, including construction fleet management, need to be based on informed decision making. Business leaders in the infrastructure space understand the value of taking a holistic view of information to create synergy across field offices and jobsites. 1 to 3 years supervisory experience may be required.In today’s complex, high-stakes construction environment, information about equipment-its cost, whereabouts, utilization and operating condition-can be just as important as the equipment itself when determining project success. To be an Accounts Payable Manager typically requires 5 years experience in the related area as an individual contributor. Extensive knowledge of department processes. Has full authority for personnel actions. Ensures that project/department milestones/goals are met and adhering to approved budgets. The Accounts Payable Manager manages subordinate staff in the day-to-day performance of their jobs. Additionally, Accounts Payable Manager typically reports to a head of a unit/department. Being an Accounts Payable Manager reviews applicable accounting reports and accounts payable register to ensure accuracy. Ensures timely payments of vendor invoices and expense vouchers and maintains accurate records and control reports. Accounts Payable Manager manages all activities in the accounts payable function. ![]()
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