Engineer-to-order design, a bill of materials that keeps changing during build and margin at completion: the ERP built to run the project rather than the production run.
Special machinery
You are not producing a series: you deliver a single unit designed for one requirement. The bill of materials does not exist at release; it is built while the workshop is already making the first assemblies.
That overlap is what defeats series-oriented ERPs. They assume a definition frozen before release; you buy material against a bill of materials that is still incomplete, and you modify a sub-assembly while it is being machined.
The financial risk is therefore not stock, it is drift. A project sold at fifteen per cent margin can end up at break-even without anyone seeing it coming, for want of comparing committed cost against budget along the way.
The only indicator that protects margin is work remaining. Work done is reassuring; work remaining raises the alarm. It still has to bring together in one place the hours clocked, the purchases committed even when not yet invoiced, the subcontracting and the changes accepted without a variation order.
Then comes compliance: Directive 2006/42/EC requires a technical file, a risk assessment and an EC declaration of conformity. Assembled at the end of the project, that file delays commissioning; built as the work proceeds, it costs almost nothing.
AVIA ERP carries the project end to end: quotation costed by assembly, an evolving bill of materials under revision control, purchases allocated to the project, progress and margin at completion recalculated at every clocking.
Work remaining flags the loss of margin while there is still time to act, not at close-out.
The configurator turns the options sold into a bill of materials and a routing with no manual rework.
Every change carries its revision and its issue: the workshop builds the right version.
The technical file is built during the project instead of being reconstructed afterwards.
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