The costs of overhead centers can subsequently be added by chosen percentages to the actual costs of projects in order to obtain the bottom line, i.e. the net profit on projects. Stock can be requisitioned from the stores of one project to another, from central stores to projects, from projects to central stores. All cases have an automatic effect on the actual costs of the respective projects. Manage the deployment of vehicles and plant. Manage to deployment of manpower.
Process estimates in such a way that estimated quantities and their costs can be compared.
Furthermore it empowers you to take corrective action the moment costs in one or more areas exceed acceptable tolerances. Cost centers can thus be seen as subdivisions of a project's costs. Some resources are common to several cost centers. It is most beneficial to keep an eye on the costs of cost centers from the start of a project. If the actual costs of one or more cost centers exceed acceptable tolerances, the estimated quantities and costs of the grouped resources can be compared with the actually used quantities and their costs.