FACILITY MANAGEMENT COMPANIES
Facility Management Firms: Contract Costing and Supervision
A client's office manager calls at nine in the morning to say two housekeeping staff did not turn up and the washroom stocks are empty. Your supervisor is on another site. The contract rate was set a year ago and nobody has checked it against wage changes since.
We advise on running a multi-site service contract business: costing the contract, rostering manpower, defining supervisor duties, tracking consumables and billing on time. We do not provide compliance advice on labour law or statutory filings. A qualified professional or the authority decides those.
Discuss your priorities ↗COMMON CHALLENGES
The pressures
we often see.
- 01Contracts are priced per head per month on last year's costs, so wage revisions, uniforms and consumables quietly eat the margin before the renewal date arrives.
- 02Absenteeism is covered by moving a person from another site, which solves one client's problem and creates another that same morning.
- 03Supervisors carry too many sites, so inspections happen when a client complains and not on a planned round with records.
- 04Consumables such as chemicals, mops and washroom supplies are issued without site-wise records, and the real cost per site is unknown at billing time.
- 05Client invoices are held back for attendance disputes, and payment terms of sixty or ninety days squeeze the cash needed to pay staff on the seventh.
OUR FOCUS AREAS
Where the work
usually starts.
- 01A contract costing sheet built from head count, shifts, wages, uniform, supervision, consumables, overhead and margin.
- 02Standby pool size and its cost compared with the cost of unfilled posts at each site.
- 03Supervisor round plan: sites per supervisor, visit frequency and a short inspection sheet for each.
- 04Site-wise consumables register with monthly issue and a budget per site.
- 05Attendance record process so invoices match the client's own sign-off.
- 06Receivables ageing per client, with a named person responsible for follow-up.
- 07Renewal calendar showing contract end dates, price review points and client feedback received.
- 08Wage-date cash planning so payroll on the due date does not depend on the client paying on time.
START THIS WEEK
Things you can do
before you call anyone.
- Pick your three largest contracts and rebuild the cost per head from scratch using today's wages. Compare the result with what you bill and note the gap.
- List each supervisor's sites and visits last month. Mark every site visited fewer than planned and set a fixed weekly visit day for each.
- Hypothetical example: a site uses chemicals worth ₹X a month against a budget of ₹Y. Check issue slips for the last month and see which line of the contract this affects.
- Print the ageing of unpaid client invoices, oldest first. Ask the accounts person to call the top three clients this week and record the promise dates.
A PRACTICAL ENGAGEMENT
Start with the priorities
that matter most.
We begin by understanding how your business runs today, find the gaps, and agree the scope in writing. Recommendations are shaped around your team, your resources and your goals.
- A contract costing template that shows margin per head and per site.
- A supervisor round plan and inspection sheet that clients can see and sign.
- A consumables register with site budgets and a monthly exception report.
- A receivables and renewal tracker reviewed weekly by the owner with the accounts lead.
Not the right fit when: A labour inspection, a statutory notice or a termination dispute needs a qualified professional or a lawyer ahead of us. Labour-law questions are not ours to answer.
Explore a business audit ↗LET’S MOVE YOUR BUSINESS FORWARD
