An elevator project can reach installation completion, pass through the final stages of handover, and still leave the finance team waiting for the information required to raise an invoice.

The installation team considers its work nearly finished. The project manager is following up on pending documentation. The customer expects the next step. Meanwhile, the finance department is trying to determine whether the project is ready for billing, whether an approval is outstanding, and whether the invoice can be generated.

The project may be operationally complete, but the financial process is not necessarily complete.

For elevator companies managing multiple installations, modernization projects, and customer-specific billing milestones, this gap can create unnecessary delays in invoicing and collection follow-ups.

The challenge is not always a lack of accounting capability. In many cases, it begins earlier—with how project completion, handover documentation, customer approvals, and billing information move between departments.

This was the type of business challenge an elevator company needed to examine: how could it improve coordination between project execution and customer billing without depending on disconnected updates, spreadsheets, and repeated follow-ups?

An ERP system designed for project-based industries can help connect these processes. With ERPbyNet, elevator companies and engineering businesses can approach project execution and financial coordination through connected workflows rather than treating billing as an isolated activity.

But the important question is not simply whether an ERP can generate invoices.

It is:

How can an elevator company reduce the operational gaps between completing project work and having the information required for timely customer billing?

The Business Challenge: When Project Completion and Billing Follow Different Timelines

Elevator projects involve multiple stages, including sales, engineering, procurement, manufacturing, installation, inspection, handover, and financial settlement.

Depending on the contract, billing may be linked to milestones such as:

• Order confirmation
• Material delivery
• Installation progress
• Testing and commissioning
• Project completion
• Handover approval
• Final documentation

The specific milestones depend on contractual terms and customer requirements.

The difficulty arises when the operational team completes a milestone, but the finance team does not receive complete or timely information to proceed with billing.

For example, consider an elevator installation that has reached the completion stage.

The site team reports that installation activities are finished. However, the handover document is still awaiting customer confirmation. The project manager has information about the completed work, but the finance department cannot determine whether the contractual billing conditions have been satisfied.

The result is a delay between operational progress and financial action.

This situation does not necessarily mean that the company has lost revenue. However, it can create uncertainty around billing readiness, expected collections, and the status of completed project work.

When the same issue occurs across multiple projects, the finance team may need to spend considerable time coordinating with project managers, site supervisors, and other departments.

Why This Matters for Elevator Companies

Elevator businesses often manage projects with different customers, locations, specifications, installation schedules, and payment conditions.

A single company may be handling:

• New elevator installations
• Existing elevator modernization
• Commercial building projects
• Residential developments
• Industrial elevator installations
• Multi-location projects
• Maintenance and AMC contracts

Each project may have its own completion requirements and billing arrangements.

Without a consistent process for recording project progress and communicating billing-related information, the finance department may find it difficult to distinguish between:

1. Projects that are still in progress.
2. Projects that have completed a billable milestone.
3. Projects awaiting documentation or approval.
4. Projects where billing has already been initiated.
5. Projects where payment collection remains pending.

The financial challenge, therefore, is connected to project execution.

Read More: What Problems Become Visible When Sales, Engineering, Production, Site, and Service Finally Share One Workflow?

Why Completed Elevator Projects Can Experience Billing Delays

Billing delays can occur for different reasons. Not every delay is caused by software, and an ERP implementation cannot automatically resolve contractual disputes or customer payment decisions.

However, companies can examine the internal process issues that contribute to delays.

1. Project Completion Information Is Not Shared Promptly

The site team may complete installation work but communicate the status through informal channels.

Information might be shared through emails, messaging applications, spreadsheets, or individual follow-ups.

If the finance team does not receive the relevant information in a consistent manner, it may need to contact the project team before proceeding.

This creates additional coordination work.

A structured workflow can help establish how project completion is recorded, who verifies the information, and which department is responsible for the next action.

The goal is not merely to mark a project as complete. It is to ensure that the appropriate completion information reaches the people who need it.

2. Handover Documentation Is Still Pending

In elevator projects, completion may involve more than finishing installation activities.

Depending on the contract and project requirements, the company may need to complete documentation, testing, approvals, or handover procedures.

A project can therefore be physically complete while a particular billing-related condition remains unresolved.

For instance:

• Installation is finished.
• Testing is completed.
• Customer handover confirmation is pending.
• Final documentation requires review.
• The finance team is waiting for the relevant confirmation.

The exact billing requirement depends on the contract.

A well-designed process should make these dependencies clear rather than allowing them to remain hidden in separate communications.

3. Billing Milestones Are Not Connected to Project Progress

Some companies track project execution separately from billing.

The project team monitors installation progress, while the finance department maintains invoice and payment records.

When these workflows are not adequately connected, the finance team may have difficulty determining which project milestones have been reached and which billing actions are due.

This can create a situation where project progress is available, but the financial action associated with that progress requires manual coordination.

The solution is not to assume that every completed activity should immediately generate an invoice. Instead, companies should connect project milestones with the applicable billing rules and approval requirements.

4. Changes and Additional Work Complicate Billing

Elevator projects can involve variations, additional work, revised specifications, or customer-requested changes.

For example, a customer may request a modification to the original scope. The project team records the additional work, but the commercial or finance team may still need to confirm how the change affects the contract and billing.

If changes are managed separately from project and financial records, the company may face confusion regarding:

• Original contract value
• Approved variations
• Additional material or labour costs
• Completed additional work
• Applicable billing conditions

A connected workflow can help the company maintain a clearer relationship between project changes and commercial records.

The Financial Impact of Delayed Project Billing

The consequences of billing delays depend on the company’s contract terms, project size, payment arrangements, and internal processes.

However, several operational challenges can emerge when completed project information does not move efficiently into the billing workflow.

Delayed Invoice Preparation

When invoice preparation depends on receiving completion confirmation, missing information can slow down the process.

The finance team may need to follow up with multiple departments before preparing an invoice.

Even if the work has been completed, the invoice cannot necessarily be issued until the required conditions have been verified.

Uncertainty Around Expected Collections

A company may have completed projects that are approaching a billing milestone, but the finance team may not have a consolidated view of the next required actions.

This can make it more difficult to organize collection planning and prioritize follow-ups.

Project completion does not guarantee immediate payment. However, accurate billing information helps the company distinguish between pending invoicing and outstanding customer receivables.

Increased Administrative Follow-Ups

When project and finance information is distributed across multiple systems or documents, employees may spend additional time confirming the same information.

Project managers may be asked whether the work is complete. Site teams may be contacted for documentation. Finance employees may follow up on approvals.

These activities can increase administrative effort and make responsibility less clear.

Difficulty Understanding Project-Level Financial Status

Management may want to know:

• Which projects have reached billing milestones?
• Which projects are awaiting completion confirmation?
• Which invoices are pending?
• Which customers have outstanding payments?
• Are project variations affecting the billing amount?
• Which projects require attention from the project or finance team?

Answering these questions becomes more difficult when information is not organized around a shared workflow.

How the Elevator Company Examined Its Existing Process

Before introducing improvements, the company needed to understand where the gap was occurring.

The problem was not simply that invoices were delayed. The company had to examine the process connecting project completion with billing readiness.

A practical review could involve the following stages.

Step 1: Identify the Billing Trigger

The company first needs to establish what event or condition makes a project eligible for billing.

This might include:

• Completion of a contractual milestone
• Approved installation progress
• Testing or commissioning
• Handover acceptance
• Approved additional work

The relevant trigger must come from the customer’s contract and the company’s billing policy.

This distinction matters because project completion and invoice eligibility are related but not always identical.

A project management system should support the company’s actual billing rules rather than assume that every completion status automatically authorizes invoicing.

Step 2: Understand the Required Documentation

The company then needs to identify which documents or approvals are required before billing can proceed.

Depending on the project, these might include completion reports, customer confirmations, approved variation documents, or other contractual records.

A clear checklist can help employees understand which actions remain pending.

Step 3: Assign Responsibility for Each Action

Billing delays can become harder to resolve when nobody clearly owns the next step.

For example:

• The site team confirms completed work.
• The project manager verifies the milestone.
• The relevant department reviews documentation.
• Finance checks billing eligibility.
• The authorized team initiates invoicing.

The actual responsibilities depend on the company’s process.

The important principle is to establish accountability at each stage.

Step 4: Track Pending Actions

A company needs a way to distinguish between completed work and unresolved billing dependencies.

Instead of relying only on a broad project status such as Completed, it can track relevant actions separately.

For example:

Project Status: Installation completed
Handover Status: Awaiting customer confirmation
Billing Status: Pending required approval

This provides a more useful operational picture than a single status field.

Read More: What Features Should an MRP System Have for Complex Elevator Manufacturing?

Connecting Project Execution and Finance Through ERPbyNet

An ERP solution for project-based industries should support coordination across departments.

For elevator companies, the workflow may begin with sales and engineering and continue through production, installation, handover, service, and finance.

ERPbyNet is positioned as a cloud-based ERP for elevator companies and engineering businesses, supporting connected processes across project execution and business operations.

The specific configuration required for billing depends on the company’s workflow, contract structure, and implementation requirements.

1. Connecting Project Progress With Billing Information

Project teams need a structured way to record relevant completion milestones.

Finance teams need information that helps them determine whether the associated billing action can proceed.

A connected ERP workflow can help bring these records into a shared business environment.

For example, project-related information may include:

• Project identification
• Customer details
• Contract information
• Milestone status
• Completion records
• Approval requirements
• Billing-related information

The purpose is to reduce the need to repeatedly collect the same information from separate departments.

The ERP should support the company’s approval rules rather than bypass them.

2. Improving Handover and Completion Coordination

Installation completion often requires coordination between the site team, project manager, and customer.

A structured process can help the company record relevant handover information and identify pending actions.

This can be particularly useful when managing multiple installation sites.

Instead of treating completion as a single informal update, the company can organize the information required for the next operational and commercial steps.

Where ERPbyNet’s project and site management capabilities are configured for the business process, they can support coordination between project progress and related documentation.

The exact workflow should be validated during implementation.

3. Reducing Dependence on Disconnected Updates

Spreadsheets and messaging applications may be useful for certain activities, but they can create difficulties when important project and billing information is distributed across multiple locations.

An integrated ERP approach can provide a shared source of business records.

This can help relevant employees access information according to their roles and permissions.

For example, the project manager may need to review completion status, while finance employees may need access to billing-related information and supporting documentation.

The goal is not to eliminate every communication or approval. It is to make the workflow more structured and traceable.

4. Supporting Project-Level Financial Coordination

Elevator companies need to understand the commercial status of individual projects.

Project-level information can help management examine the relationship between project execution, costs, billing, and collections.

Depending on the implemented ERP functionality, the company may be able to coordinate information related to:

• Project budget
• Material costs
• Labour and subcontracting expenses
• Approved variations
• Billing records
• Customer receivables

This can support more informed project reviews.

However, project profitability and cash flow require accurate data, appropriate accounting practices, and timely updates. An ERP system does not guarantee financial accuracy without effective processes and controls.

What Changed in the Company’s Approach to Billing Coordination?

The most meaningful improvement in this type of situation is often a change in how departments coordinate their responsibilities.

Instead of treating billing as a task that begins only when finance receives a final request, the company can establish a process that connects project progress with the information required for commercial action.

This approach involves several operational changes.

From Informal Completion Updates to Structured Tracking

The company can define how completion milestones are recorded and verified.

This helps establish a consistent process for communicating project progress.

From Separate Departmental Follow-Ups to Connected Information

Rather than depending entirely on repeated requests for project status, the company can organize relevant information within a shared ERP workflow.

This may reduce unnecessary administrative coordination, depending on adoption and process design.

From Unclear Billing Readiness to Defined Conditions

The company can document the requirements for billing eligibility.

This makes it easier for employees to understand which steps are complete and which require further action.

From Project-Only Reviews to Project and Finance Coordination

Management can examine operational and commercial information together.

For example, a project review may include both installation status and pending billing-related actions.

This creates a more comprehensive view of project progress.

Why Billing Visibility Alone Is Not Enough

Many companies want a dashboard showing pending invoices, completed projects, and outstanding payments.

Dashboards can be useful, but they are only as reliable as the information and processes behind them.

A dashboard may show that a project is complete. It may not explain why billing is still pending unless the system captures the relevant reason.

For this reason, an effective workflow should go beyond displaying a status.

It should help users understand:

• What has been completed?
• What is still pending?
• Who is responsible for the next action?
• Which approval is required?
• What contractual condition applies?
• What information does finance need?

The objective is to make the process actionable, not simply to display more data.

A well-configured ERP can help support this by combining status information with appropriate workflows and records.

A Practical Framework for Reducing Project-to-Billing Gaps

Elevator companies looking to improve their billing coordination can begin with a structured review.

1. Map the Complete Project Lifecycle

Document the company’s actual process from order confirmation through installation, handover, and billing.

Identify the points where information moves between departments.

2. Define Billing Milestones Clearly

Record the conditions that apply to each billing milestone.

Avoid assuming that every project follows the same billing schedule.

3. Identify Common Causes of Delay

Review past billing delays and categorize them.

Potential categories include:

• Pending completion confirmation
• Missing documentation
• Customer approval delays
• Unapproved variations
• Contractual conditions
• Internal processing delays

The purpose is to identify recurring process issues rather than assign blame without evidence.

4. Establish Ownership

Assign responsibility for recording completion, reviewing documentation, confirming billing readiness, and initiating the next action.

5. Connect Relevant Records

Use an ERP workflow or appropriate integrated systems to connect project information with financial processes.

The integration should reflect actual business requirements.

6. Review Performance Using Meaningful Measures

Companies can monitor metrics such as:

• Time between completion confirmation and invoice preparation
• Number of projects awaiting billing-related approval
• Pending invoices by project
• Time taken to resolve missing documentation
• Outstanding receivables by project

These measurements should be defined consistently and interpreted within the company’s operational context.

The Broader Lesson for Elevator and Engineering Companies

Financial gaps between project completion and customer billing are not unique to elevator businesses.

They can also arise in other project-based industries where work involves multiple departments, site execution, approvals, and contractual milestones.

Examples include:

• Contract engineering
• Industrial equipment manufacturing
• Water treatment projects
• Boiler manufacturing
• Automated car parking systems
• Custom-engineered installations

In these businesses, the relationship between engineering, production, site execution, and finance can influence how effectively the company manages its commercial processes.

A disconnected workflow can make it difficult to connect project progress with financial action.

An integrated ERP approach can help businesses establish a more structured operating model.

However, the benefits depend on the quality of implementation, employee adoption, data accuracy, and alignment with business processes.

How ERPbyNet Supports the Bigger Business Picture

For elevator companies, project billing is one part of a broader operational lifecycle.

Sales teams need to manage inquiries and quotations. Engineering teams need to work with product configurations and technical requirements. Production and procurement teams need to coordinate materials. Site teams need to manage installation activities. Finance teams need accurate commercial and accounting information.

When these processes operate in isolation, employees may spend more time coordinating information manually.

ERPbyNet is designed to support project-based business workflows, including sales, engineering, manufacturing, site execution, service, and finance.

For a company examining billing gaps, the relevant question is how these capabilities can be configured to support its actual project and financial requirements.

The implementation should begin with the company’s process—not with a generic assumption that every elevator business needs the same workflow.

Conclusion: Closing the Gap Between Completed Work and Financial Action

An elevator project does not necessarily become financially complete when installation work finishes.

The company may still need to verify handover requirements, confirm contractual milestones, complete documentation, and coordinate billing.

When these activities are managed through disconnected processes, delays and repeated follow-ups can become operational challenges.

The solution begins with understanding the relationship between project execution and finance.

A structured workflow can help the company:

• Identify billing-related milestones
• Track completion information
• Clarify pending approvals
• Coordinate project and finance teams
• Review project-level financial activity
• Improve the consistency of internal processes

An ERP system can support this approach when it is configured around the company’s business requirements.

ERPbyNet helps elevator companies and engineering firms explore connected ERP workflows that bring project execution and financial operations into a more coordinated environment.

The objective is not simply to generate invoices faster.

It is to help businesses establish a process in which project progress, commercial requirements, and financial action are connected through reliable information.

Because when completed work and billing coordination follow a structured workflow, management can make better-informed decisions about project execution and financial operations.

Frequently Asked Questions (FAQs)

1. Why do elevator companies experience financial gaps between project completion and customer billing?

Elevator companies may experience billing gaps when project completion, handover documentation, customer approvals, and billing processes are not properly coordinated. Even after installation work is completed, pending contractual requirements or missing information can delay invoice preparation.

2. How can elevator companies reduce billing delays after project completion?

Elevator companies can reduce billing delays by connecting project completion tracking with billing workflows, clearly defining milestone requirements, maintaining handover documentation, and assigning responsibility for pending approvals. An ERP system can help organize this information within a connected business process.

3. How does ERP help connect elevator project completion with customer billing?

An ERP system can connect project records, milestone tracking, documentation, and financial processes. This helps relevant teams access project information and coordinate billing-related actions according to contractual requirements. The exact workflow depends on the ERP configuration and the company’s billing policies.

4. What role does project completion tracking play in elevator billing management?

Project completion tracking helps companies record the progress of installation and other project milestones. When connected with billing requirements, it can help project and finance teams identify completed activities, pending documentation, and actions required before invoicing.

5. Can ERP software help elevator companies track pending project invoices?

Yes. Depending on its functionality and configuration, ERP software can help companies organize project-related billing records, monitor pending invoice actions, and connect financial information with project data. This can support coordination between project management and finance teams.

6. How do handover approvals affect elevator project billing?

Handover approvals may form part of the contractual conditions for billing. If required confirmation or documentation is pending, invoice preparation may be delayed. A structured workflow can help teams identify outstanding requirements and coordinate the relevant approvals.

7. What financial information should elevator companies monitor after project completion?

Elevator companies may monitor project completion status, billing milestones, pending invoices, approved variations, project costs, and outstanding customer receivables. The specific information depends on the company’s contracts, accounting practices, and reporting requirements.

8. How can ERPbyNet support financial coordination in elevator projects?

ERPbyNet supports connected ERP workflows for elevator companies and project-based engineering businesses. Its project, site execution, and finance-related capabilities can be evaluated and configured to support coordination between project progress, completion information, and financial processes, based on the company’s requirements.

Ganesh Limaye

COO & Founder Member, XECOM | ERP & Technology Expert

Ganesh Limaye is a technology and business leader with 30+ years of experience in ERP, service management, project-based operations, and business process automation. He specializes in helping elevator, engineering, and service-driven businesses improve operational visibility, productivity, customer service, and business growth.