What Is Really Behind Cost Overruns in Elevator Projects-and How Can ERP Help Control Them?

An elevator project can be completed on time, installed successfully, and handed over to the customer—and still deliver a disappointing financial result.

The reason is simple: project cost overruns rarely come from one dramatic mistake.

They often build gradually through small decisions and operational gaps:

• An assumption made during quotation
• A specification changed during engineering
• A BOM that was not updated
• Material purchased at the last minute
• A supplier delivery that missed the required date
• A customer change executed without proper cost visibility
• Additional site visits
• Idle installation manpower
• Rework caused by incorrect information
• Expenses that were recorded too late

Individually, these may look manageable.

Together, they can significantly reduce the margin of an elevator project.

This is particularly important because elevator projects are highly interconnected. Sales commitments influence engineering. Engineering determines the BOM. The BOM drives material planning and procurement. Material availability affects production and installation. Site conditions influence execution. And every delay or change can eventually affect project cost.

Research into project delays and overruns consistently identifies factors such as design changes, material shortages, supplier delays, poor coordination, scope changes and planning problems as contributors to cost and schedule performance.

So the real question is not simply:

“How can elevator companies reduce project costs?”

It is:

“How can elevator companies identify where project costs are beginning to move away from the original plan—while there is still time to act?”

That is where ERP can play a much more important role than simply automating transactions.

Why Elevator Projects Are Particularly Vulnerable to Cost Overruns

Elevator manufacturing and installation are not simple repetitive production activities.

Each project can involve different:

• Building dimensions
• Number of floors and stops
• Load capacities
• Cabin specifications
• Door configurations
• Drive and controller requirements
• Safety requirements
• Architectural requirements
• Customer preferences
• Site conditions
• Installation constraints

The result is a project environment where one change can affect several departments simultaneously.

Consider a simplified workflow:

Sales → Quotation → Engineering → BOM → Material Planning → Procurement → Production → Site → Installation → Handover

The problem begins when these stages are managed as separate activities rather than connected processes.

A sales team may have one version of the customer requirement.

Engineering may work from another.

Procurement may purchase against an older BOM.

The production team may discover a missing component later.

The installation team may arrive before the site is ready.

Finance may eventually see the additional expenses—but only after they have already occurred.

This creates a dangerous situation:

The project is progressing operationally, but its financial performance is becoming less visible.

The Real Cost Overrun Often Starts Before Installation

One of the biggest misconceptions about project overruns is that they begin at the installation site.

Often, they begin much earlier.

Recent elevator modernization guidance similarly points to planning, scope review and contract development as areas where problems can originate before work reaches the field.

An elevator company may quote a project based on assumptions about:

• Equipment requirements
• Material quantities
• Installation effort
• Site readiness
• Customer specifications
• Delivery timelines
• Subcontracting
• Transportation
• Engineering effort

If those assumptions are incomplete, the project can start with an unrealistic cost baseline.

Once execution begins, the gap gradually becomes visible.

The company may still believe it has a profitable project because the original quotation showed a healthy margin.

But the actual project may already be moving in another direction.

This is why cost control should begin at quotation—not after production starts.

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

7 Hidden Causes of Cost Overruns in Elevator Projects

1. Incomplete Scope During Quotation

The first source of cost leakage can be an incomplete understanding of what the project actually requires.

A quotation may account for the major elevator equipment but overlook smaller requirements that become expensive during execution.

For example:

• Additional electrical work
• Special mounting requirements
• Additional structural work
• Difficult material handling
• Extra transportation
• Special finishing
• Additional site visits
• Customer-specific components
• Installation constraints

When these requirements emerge later, the company has two choices:

1. Absorb the additional cost
2. Negotiate a change with the customer

If the additional requirement is not clearly documented and commercially controlled, the project margin absorbs the difference.

This is why accurate scope definition is more than a sales activity.

It is the first layer of project cost control.

2. Engineering Changes That Reach Procurement Too Late

Engineering changes are normal in project-based elevator manufacturing.

The problem is not necessarily the change itself.

The problem is what happens after the change.

Suppose a customer changes a door configuration after the initial design.

That change could affect:

Engineering

→ revised drawings

BOM

→ changed components and quantities

Procurement

→ new purchasing requirements

Inventory

→ existing material may become surplus

Production

→ revised manufacturing requirements

Installation

→ different site requirements

Every department potentially has a cost implication.

If engineering updates the design but procurement continues using an older BOM, the company can purchase the wrong material.

If production starts using an outdated specification, rework may be required.

If installation receives incomplete information, another site visit may be necessary.

The change that looked small at the engineering stage can therefore become a much larger financial issue.

This is why engineering change management and cost control cannot be treated as separate processes.

3. BOM and Quantity Mismatches

For elevator manufacturers, the Bill of Materials is not merely a production document.

It is one of the foundations of project costing.

A BOM influences:

• Material requirements
• Procurement
• Inventory
• Production
• Project costing
• Installation readiness

If the BOM is inaccurate, the problem can travel through the entire project.

For example:

Incorrect BOM

↓

Incorrect MRP requirement

↓

Wrong purchasing decision

↓

Material shortage or excess

↓

Production disruption

↓

Additional procurement

↓

Project cost variance

ERPbyNet’s own material-planning approach highlights the importance of connecting BOM information with planning and material visibility rather than maintaining disconnected versions in spreadsheets.

The financial impact is important.

A missing component is not simply an inventory problem.

It can become:

Purchase cost + expedited delivery + idle labour + schedule impact + additional site expense

That is why BOM accuracy should be considered a cost-control mechanism.

4. Emergency Procurement Can Quietly Destroy Margins

Imagine that an installation team is ready to begin work.

One critical component is missing.

The planned supplier cannot deliver for another three weeks.

The project manager now has to find an alternative.

The company may end up paying:

• A higher unit price
• Expedited freight
• Local sourcing premiums
• Additional transportation
• Supplier switching costs

And the financial impact does not stop there.

If the missing material delays installation, the company may also incur:

• Additional manpower costs
• Repeated travel
• Accommodation expenses
• Site supervision costs
• Rescheduling costs

A procurement problem has now become a project profitability problem.

Studies of project cost and schedule performance similarly identify material shortages and procurement-related issues among important contributors to delays and overruns.

The solution is not simply “buy faster.”

The better approach is to identify potential shortages before they become emergencies.

5. Installation Delays Create More Than Schedule Problems

An installation delay is often measured in days.

But for an elevator company, those days can translate into money.

Consider a project where:

• Materials are already purchased
• Installation manpower has been assigned
• Travel has been arranged
• Site supervision is planned

Then the team discovers that the shaft is not ready.

The installation cannot proceed.

The project now requires rescheduling.

The consequences may include:

• Idle resources
• Additional travel
• Additional accommodation
• Rescheduling
• Extended project duration
• Delayed billing or handover=
• Higher project cost

Recent elevator installation guidance also emphasizes site coordination and readiness as major factors in avoiding installation delays.

This demonstrates an important principle:

A project delay is often a cost event, not merely a schedule event.

6. Customer Changes Can Become Unbilled Cost

Customer requirements can change during a project.

Perhaps the customer wants:

• A different cabin finish
• Additional features
• Revised doors
• Modified dimensions
• Additional fixtures
• Different controls
• Changes to the installation scope

Changes themselves are not unusual.

The danger occurs when the operational team implements them before their commercial impact is properly evaluated.

A controlled process should answer:

What changed?

Who requested it?

What material is affected?

What engineering work is required?

What additional labour is required?

What is the cost impact?

Does the customer need to approve an additional charge?

Formal project change processes commonly require changed work to be supported by detailed material, labour and other cost information before the associated adjustment is finalized.

Without such visibility, additional work can quietly become company expense.

7. Companies Often Discover the Margin Problem Too Late

This may be the most important problem of all.

Many businesses know:

Quoted Project Value

and eventually know:

Final Project Cost

But what happens between those two numbers?

That is where profitability can disappear.

Consider:

Project Cost Area	Planned	Actual	Variance
Material	₹20 lakh	₹22 lakh	+₹2 lakh
Labour	₹6 lakh	₹7 lakh	+₹1 lakh
Procurement	₹2 lakh	₹2.5 lakh	+₹0.5 lakh
Site Expenses	₹3 lakh	₹4 lakh	+₹1 lakh
Rework	₹0.5 lakh	₹1.5 lakh	+₹1 lakh
Total	₹31.5 lakh	₹37 lakh	+₹5.5 lakh

If management sees this only after project completion, there is very little corrective action available.

But if the same variance becomes visible while the project is 40% or 60% complete, management can investigate.

That changes the question from:

“Why did we lose money?”

to:

“Why is this project starting to lose margin?”

That is the difference between cost reporting and cost control.

Why Spreadsheets Struggle With Project Cost Control

Spreadsheets are useful tools.

The problem occurs when they become the primary system for managing a complex, multi-stage project.

An elevator project may involve separate spreadsheets for:

• Quotations
• BOQs
• BOMs
• Procurement
• Inventory
• Production
• Installation
• Expenses
• Project status
• Customer changes
• Cost calculations

Now imagine that one specification changes.

Someone has to update multiple files.

If even one remains unchanged, the organization has multiple versions of reality.

This creates problems such as:

Delayed information

The information may be correct—but updated too late.

Duplicate data

The same project information gets entered repeatedly.

Version conflicts

Different teams may work with different BOMs or project information.

Limited traceability

It becomes difficult to determine why a cost changed.

Weak planned-vs-actual visibility

Management may see total expenses without understanding the operational reason behind them.

Manual reconciliation

Finance, procurement, stores and project teams may need to reconcile information manually.

The fundamental issue is not that spreadsheets are inherently bad.

It is that complex project operations require connected information rather than isolated records.

What Should a Modern Elevator Project Cost-Control System Track?

A strong cost-control framework should connect operational activity with financial impact.

Area	What Should Be Monitored?
Quotation	Estimated project value and margin
Scope	Included and excluded requirements
Engineering	Design revisions and changes
BOM	Planned vs revised quantities
Material	Planned vs actual consumption
Procurement	Planned vs actual purchase cost
Inventory	Availability and project allocation
Production	Planned vs actual production requirements
Labour	Estimated vs actual effort
Site	Readiness and additional site expenses
Installation	Progress, delays and resource usage
Changes	Cost impact and customer approval
Rework	Additional material and labour
Project	Planned vs actual total cost
Profitability	Current and projected project margin

This creates a much more complete picture.

Instead of asking only:

“How much have we spent?”

management can ask:

“Where are we spending more than planned—and why?”

How ERP Changes the Cost-Control Process

ERP becomes valuable when it connects these activities into one operational flow.

Instead of:

Quotation

→ Excel

Engineering

→ another system

BOM

→ spreadsheet

Procurement

→ separate records

Inventory

→ another database

Installation

→ manual updates

Finance

→ accounting system

the organization can create a connected project process:

Quotation → Engineering → BOM → MRP → Procurement → Inventory → Production → Installation → Actual Cost → Project Profitability

The benefit is not simply automation.

It is continuity of information.

When a change occurs upstream, the teams downstream can understand what it means for their work.

Planned Cost vs Actual Cost: The Foundation of Control

One of the most useful capabilities in project-based businesses is planned-versus-actual analysis.

Planned Cost

What the company expected the project to consume.

Actual Cost

What the project has actually consumed.

Variance

The difference between the two.

But simply showing variance is not enough.

A useful ERP environment should help management investigate the reason behind the variance.

For example:

Material Cost +12%

Why?

→ BOM changed?

→ Material price increased?

→ Excess consumption?

→ Rework?

→ Emergency procurement?

→ Material issued to wrong project?

Now the cost figure becomes actionable information.

ERP Should Connect Operational Changes to Financial Impact

This is where elevator companies can gain a significant advantage.

Suppose an engineering revision changes five components.

A connected ERP process can allow the organization to understand:

Engineering Revision

↓

BOM Revision

↓

Material Requirement Change

↓

Procurement Requirement

↓

Inventory Impact

↓

Production Impact

↓

Project Cost Impact

Without this connection, each department may see only one part of the change.

Engineering sees a drawing.

Procurement sees a purchase requirement.

Stores sees inventory.

Production sees a revised component.

Finance sees an expense.

Management sees the final variance.

ERP connects these pieces into a single project story.

From Cost Reporting to Cost Control

There is a major difference between the two.

Cost Reporting

Tells you:

“The project has exceeded its material budget.”

Cost Control

Helps you understand:

“The project is exceeding its material budget because the BOM was revised after procurement, creating additional purchases and leaving previously purchased components underutilized.”

The second statement is much more valuable.

Because now management can act.

Perhaps:

• The change can be commercially recovered.
• Existing inventory can be reassigned.
• Procurement can be stopped.
• Alternative material can be evaluated.
• Engineering can review the design.
• The project schedule can be adjusted.

The purpose of ERP is therefore not to guarantee that every project remains exactly within its original budget.

Complex projects will always experience changes.

The objective is to make those changes visible, traceable and actionable.

How ERPbyNet Helps Elevator Companies Improve Project Cost Control

For elevator companies, ERPbyNet is designed around the interconnected nature of project-based manufacturing and execution.

Its elevator ERP approach focuses on connecting project activities across areas such as sales, material planning, procurement, inventory, production, installation and service.

That matters because cost control cannot be isolated inside the finance department.

It begins with the operational decisions that create the cost.

From Sales to Project Execution

The project starts with customer requirements, quotation and commercial commitments.

The objective is to establish a clearer baseline before execution begins.

From BOM to Material Planning

Once engineering requirements are established, material requirements can be connected with planning and procurement.

ERPbyNet’s material-management approach emphasizes digital BOMs, demand planning and visibility into shortages and requirements.

From Procurement to Inventory

Procurement decisions can be evaluated against actual project requirements rather than being handled independently.

This helps reduce the risk of unnecessary purchases, shortages and last-minute sourcing.

From Production to Installation

Production and site activities remain part of the same project flow rather than becoming isolated operational stages.

This helps teams understand what is ready, what is pending and what could affect the project timeline.

From Project Execution to Profitability

The ultimate objective is to bring planned and actual project information together so management can understand project performance while the project is still active.

ERPbyNet specifically positions project cost and profitability visibility as a benefit for elevator companies.

What Elevator Companies Should Look for in an ERP for Cost Control

Not every ERP is automatically suitable for elevator projects.

When evaluating an ERP, elevator companies should look beyond generic accounting and inventory features.

Ask whether the system can support:

1. Project-based costing

Can costs be tracked against individual elevator projects?

2. Multi-level BOMs

Can the system handle assemblies, subassemblies and project-specific configurations?

3. Engineering revisions

Can design changes be tracked and reflected in downstream processes?

4. Material planning

Can the system identify shortages before they become installation problems?

5. Procurement visibility

Can purchasing decisions be linked to actual project requirements?

6. Planned vs actual analysis

Can management identify cost variance during execution?

7. Site and installation tracking

Can site progress and delays be connected to project execution?

8. Change management

Can additional requirements be tracked for their operational and commercial impact?

9. Project profitability

Can management understand whether a project is still commercially healthy?

10. Cross-department visibility

Can sales, engineering, procurement, stores, production, installation and finance work from connected information?

These capabilities are more important than simply choosing an ERP with the largest feature list.

Read More: Why AI Will Fail in Elevator Companies Without the Right ERP Foundation

The Goal Is Not to Eliminate Every Cost Variance

It is unrealistic to expect complex elevator projects to operate without changes.

Customers change requirements.

Sites change.

Material prices fluctuate.

Suppliers experience delays.

Engineering requirements evolve.

Unexpected installation conditions occur.

The objective is therefore not:

Zero Variance

The objective is:

Controlled Variance

That means knowing:

• What changed
• When it changed
• Why it changed
• Which department is affected
• What material is affected
• What schedule impact exists
• What additional cost may occur
• Whether the customer needs to approve the change
• Whether the project margin is still acceptable

That level of visibility turns project management from reactive problem-solving into proactive control.

Final Thoughts: The Real Problem Is Not Cost—It Is Visibility

Elevator project cost overruns rarely appear suddenly.

They usually accumulate.

A small engineering change becomes a BOM change.

The BOM change becomes a procurement requirement.

The procurement requirement creates an unexpected purchase.

The material arrives late.

Installation gets rescheduled.

The team makes another site visit.

Additional labour and travel costs are incurred.

The project takes longer.

And eventually, the company discovers that the original margin has disappeared.

The individual events may seem unrelated.

They are not.

They are connected parts of the same project lifecycle.

That is why effective cost control requires more than financial reporting at the end of a project.

It requires visibility across the processes that create the cost in the first place.

A connected ERP system can help elevator companies bring those processes together—from quotation and engineering through BOM, material planning, procurement, production, installation and project profitability.

The real advantage is not simply knowing what a project cost.

It is knowing when the project is beginning to cost more than planned—and having enough visibility to do something about it.

For elevator companies managing increasingly complex, customized and project-driven operations, that difference can determine whether growth creates more revenue—or better margins.

Explore how ERPbyNet can help connect elevator project operations and improve cost visibility.

FAQs

What causes cost overruns in elevator projects?

Common causes include inaccurate project scope, engineering changes, BOM errors, material shortages, emergency procurement, installation delays, rework, customer changes and poor visibility into actual project costs.

How can elevator companies prevent project cost overruns?

Companies can reduce the risk by establishing accurate project baselines, controlling engineering and BOM changes, planning materials early, monitoring procurement, tracking site progress and comparing planned costs with actual costs throughout execution.

How does ERP help control elevator project costs?

ERP connects quotation, engineering, BOM, material planning, procurement, inventory, production, installation and financial information, helping management identify cost variances earlier and understand their operational causes.

Why is BOM accuracy important for elevator project profitability?

The BOM influences material requirements, procurement and production. Incorrect quantities or outdated revisions can result in shortages, excess purchases, rework and additional project expenses.

Can ERP track planned vs actual project costs?

Yes. A project-focused ERP can compare estimated costs with actual material, labour, procurement, site and other project expenses, helping management identify unfavorable variances during execution.

How do engineering changes affect elevator project costs?

Engineering changes can affect BOM quantities, material requirements, procurement, production and installation. Without proper change control, the additional cost may not be identified or recovered commercially.

Can ERP help reduce installation-related cost overruns?

ERP can improve visibility into material readiness, project milestones, site activities, resources and delays, helping teams identify potential installation problems earlier.

Is ERP useful for customized elevator manufacturing?

Yes. Elevator manufacturing is highly project-driven and often involves customer-specific configurations, multi-level BOMs, engineering changes and coordinated procurement and installation. A suitable ERP can connect these processes and improve project visibility.