Professional Documents
Culture Documents
Ltd
At
SUBMITTED BY
Mithun Jain
(USN: 09MBA60049)
Jain Businees School
Internal Guide
Prof. Rajan
ACKNOWLEDGMENT
I sincerely acknowledge the help I received from various persons and sources in collection of data and
I would like to extend my sincere thanks to Prof. Rajan for his guidance & suggestions.
I am very grateful to Shri Kanat of ”Geodesic Techniques Pvt .Ltd” Bangalore for giving me an opportunity
to do this project in their organization and for their valuable guidance in successful completion of the
project.
Lastly, but not the least I would like to thank the entire teaching and non teaching staff faculty for helping
Mithun Jain
To analyze the variances between activity-based standard costs and the actual costs for a sample of projects
and to analyse the reasons for the variances.
1.2 OBJECTIVES:
a. Understand the business model
b. Establish the scope of work matrix for a sample of projects executed in past 3 yrs in terms of
Design, Detailing, Supply, Fabrication (Factory Fabn/ Site Fabn), Erection
1. Complexity (on account of Fabn, Ere, No. of. Assemblies involved…etc)- Simple/ Medium/
Complex
d. For the project sample, arrive at the actual cost/m.ton for various Estimation heads and compare it
with Standard costs/m.ton established by the company.
1.3 METHODOLOGY
• Create a flow chart of all the major activities of a typical project.
• Understand the Standard Costs established by the Company for labour, consumables,
overheads…etc further classified per activity viz., design, factory/site fabrication, erection.
• Identify all the Cost Codes possible for each of the activity.
Eg: Labour can be a cost code associated with Erection activity and for Site Fabrication.
• Map the cost codes to different estimation heads.
Eg: Staff Salary, Cell-phone expenses …etc fall into Overheads.
• Each cost code has to be looked into separately and the portion of the cost incurred by each
cost code for different activities identified has to be ascertained.
Jain Business school Page 3
Geodesic Techniques Pvt. Ltd
Eg: Out of Total Fuel Cost of Rs.1000, Rs.250 is incurred during fabrication stage and remaining
Rs.750 is incurred during Construction stage.
• Total Cost for each activity is to be obtained after taking the sum of different
estimation heads falling into that activity.
• Dividing the total cost of each estimation head for a particular activity with the tonnages
of work done for that activity and hence arriving at cost/mt
• Compare the actual cost/m.ton of work done for different estimation heads with
standard cost/m.ton already established by the company.
• Analyze the variance.
• The above steps are repeated for other sample of projects.
• Analyze the reasons for the variation.
The Company has maintained Accounting books where Costs incurred for various Ledger
Accounts are clearly defined. The Company can get clear information about its Financial
Position and Growth for a particular period of time. But for a construction company like
Geodesic, it is equally important to know the profitability of projects, compare against the
budget, and analyze the variance reasons there for.
A project that company takes can have different activities involved in it, and each activity
has various cost codes. The company has to look into the profitability of each of the
activities to decide if an activity can be subcontracted, or to be done in-house by the
company. The profitability of any project depends on the reliability of the estimated costs of
the project.
The company has already defined cost/mT for different activities as shown in fig.1. This is a
standard cost as per the company’s planning team estimate and this need to be verified for a
set of project sample taken. The scope of my project is to find out the actual cost of different
Estimation heads under each activity and analyze the variance with respect to the standard
Cost/m.ton .
The Standard Cost/m.ton is helpful in creating and maintaining budget and also helps in
finding out the reasons for increase in total cost by tracking the heads which are responsible
for increase in the total project cost.
Standard Cost/m.ton is a figure of cost which gives the costs of activity in standard
conditions.
The Costs of the project sample does not vary with respect to Standard cost for different
categories of projects is the Hypothesis to be tested.
FFB. LAB
3,228.00 2,367.00 1,566.00 3,216.00 2,304.00
FFB. WEL
1,668.00 1,668.00 1,390.00 2,085.00 1,668.00
FFB. CONS.
800.00 750.00 600.00 900.00 750.00
FFB. POW
2,431.00 1,823.00 1,167.00 2,431.00 1,823.00
FFB. OVD.
2,610.00 1,958.00 1,253.00 2,610.00 1,958.00
SFB. LAB
4,410.00 3,216.00 2,560.00 4,410.00 3,336.00
SFB. WEL
2,085.00 1,668.00 1,390.00 2,085.00 1,668.00
SFB. CONS.
1,000.00 800.00 700.00 1,000.00 800.00
SFB. POW
4,000.00 3,000.00 2,200.00 4,100.00 3,200.00
SFB. OVD
2,500.00 2,200.00 1,850.00 2,600.00 2,300.00
ERE. LAB
4,515.00 3,564.00 2,830.00 4,560.00 3,612.00
ERE. POW
1,668.00 4,200.00 3,500.00 5,100.00 4,400.00
ERE. OVD.
1,100.00 2,200.00 1,850.00 2,600.00 2,300.00
ERE. WEL
5,000.00 1,668.00 1,390.00 2,085.00 1,668.00
ERE. CONS.
2,500.00 900.00 800.00 1,100.00 900.00
PREL.
750.00 650.00 500.00 750.00 680.00
COMPANY PROFILE
Geodesic Techniques Pvt. Ltd was formed in 1986 with the primary objective of offering
superior solutions for conventional roofing requirements. The company ventured into
lightweight, pre-engineered and prefabricated steel structures and space frames such as
double-layer grids and geodesic domes and developed several new space frame systems
suitable for various applications.
Geodesic is backed by four decades of structural engineering, construction management and
contracting experience. It is led by a team of qualified and experienced professionals in civil
engineering, architecture, mechanical engineering, Structural engineering, construction
management and contracts management.
Geodesic is now engaged in the field of large span, pre-fabricated, steel-intensive and
innovative structures including high-rise steel buildings, signature structures and
infrastructural works. The core competence is structural engineering and design, and
innovative solutions are offered which are reflected in many landmark and signature
buildings. There is a team of highly skilled designers and construction management
specialists to assist the strong and well qualified management team.
Geodesic has executed several challenging design and construction projects for companies in
the private, public sector, government departments and individual entrepreneurs. The
Company’s projects include factories, corporate offices, stadiums, airport terminals,
multilevel car parks , auditoriums, hotels, temples and diverse utility outlets, all of which are
based on the company’s unique strengths and design capability in space frames and hard
core structural engineering capabilities.
Design and Structural Engineering have been the back bone of Geodesic. The young
engineers at Geodesic are well trained in analyzing and designing complex three dimensional
structures. They also play an important role in value engineering by optimizing the design
and standardizing the components in ‘Design and Build’ projects. Geodesic has executed
many prestigious projects across the length and breadth of the country in its chosen area of
expertise. The company has designed and executed several stadiums, roofing projects for the
SAF games in Chennai, an indoor stadium in Bangalore for the National games and an
indoor stadium in Puttaparthi. It has also designed the prestigious Kanteerava stadium for the
National Games in Bangalore. The company has designed and constructed several projects
for prestigious clients such as Infosys and Tata Consultancy Services.
The Company continuously endeavors to identify and locate opportunity areas where it can
leverage its excellent in-house design and construction capabilities utilizing contemporary
architectural engineering design, space frame and prefab technologies and industrialized
construction and engineering technologies for rapid and cost effective implementation.
Geodesic has embarked on several key urban infrastructure projects involving large scale
steel-composite large span structures for several applications including urban transportation,
multi level car parks, airport passenger terminal buildings, hangars, etc. It has completed
executing the multi level car park (MLCP) for Infosys Technologies at their Pune campus
with a capacity of 2000 cars and 1000 two-wheelers in a ten storied steel building.
To offer contemporary, end-to-end and world class solutions, Geodesic is in the process of
entering into strategic tie-ups with several overseas companies with leadership in specialized
areas. The tie-up with M/s Yongnam Holdings, based in Singapore and one of the largest
In-House Software
The R&D team is engaged in product and software development. They have developed
software for streamlining the work in the areas of design, detailing and manufacturing. The
programs also interface with other analysis packages, CAD/CAM machines and robotic
systems. Geodesic is also one of the first Indian companies to use robots in site based
construction. It is currently at the forefront of pre-fabrication and industrialized construction
practices. It has a large network of partners and vendors in several trades dedicated for fast
track delivery. Its vendor development team gears up specialized vendors having modern
machinery and technology to deliver critical components. With its partners’ network it offers
specialist services and products, including forgings, die castings, water jet/laser plasma
cutting, and CNC machining, drilling, bending, pressing, spray/hot dip galvanizing etc.
Geodesic uses plant intensive approach for crucial activities requiring precision and speed
with a special focus on safety. Construction engineering begins at the design office and all
projects are planned from the office and executed in a professional environment.
Manufacturing Facilities
A fully equipped manufacturing unit is presently available in the industrial area Peenya,
Bangalore with good facilities to take up light manufacturing.
Scope of work:
Design, supply, fabrication and erection of Skylights
MIAL Skywalk
Client : Mumbai International Airport Ltd
Scope of work:
Design, supply, fabrication and erection of skywalk between MLCP and Terminal
building at International Airport, Mumbai.
MIAL MLCP
Client: Mumbai International Airport Ltd
Scope of work:
Jain Business school Page 14
Geodesic Techniques Pvt. Ltd
Design, supply, fabrication and erection of multilevel car park for 1600 cars
(G+3+Terrace). The structure is constructed using steel and RC Pre-cast panels. The
special requirement is that the entire building is to dismantled and re-erected at
another location after a few year of service in approx 5 lakh sq.ft built up area
MIAL T1C
Client: L&T
Scope of Work:
Detailing, fabrication and erection of steel roof for T1C terminal at Mumbai for CSIA,
Mumbai.
TCS TECHNOPARK
MIAL MLCP
Jain Business school Page 16
Geodesic Techniques Pvt. Ltd
Similarly in terms of Tonnage the projects are divided into 3 different categories as Light,
Medium and Heavy Tonnages.
Therefore if Tonnage<500m.ton, then Light Project
If Tonnage>500 but <2000 mton, then Medium Project
If Tonnage >2000m.ton, then Heavy Project.
Hence Entire set of projects are divided into 6 categories based on Complexity and Tonnage.
They are
• Simple Light
• Simple Medium
• Simple Heavy
• Complex Light
• Complex Medium
• Complex heavy.
The Actual Costs of each project are compared with the standard costs of that particular
category into which the given projects falls and the variation is analyzed.
Projects are also classified on the basis of Welded or Bolted Structures as they are the basic
reasons for variations of various cost heads which fall into the category of Power and
Welding.
These classifications help us in estimating costs for each classification of project and the
variation of the costs for different sets of projects.
The scope matrix helps in apportioning the costs to the right activity and also acts as a
check to ensure that any works executed outside the scope of the contract are billed
separately as an extra claim.
Total tonnage in m.ton is taken as per Work Order and considering amendments, if
any. The percentage of tonnage completed is also taken from the contracts dept. This
is the actual amount of work done for which the costs are incurred. The Contractual
Jain Business school Page 18
Geodesic Techniques Pvt. Ltd
Duration and Actual Duration are analysed for any time overruns. This could be one of
the reasons for the cost overruns in comparison to the standard costs as the costs of
certain resources depend on the length of time for which the resource is used.
Civil
No No No No No No No Yes No
works
ESTIMATION HEADS
Estimation heads are Cost Heads according to which the project costs are estimated which in
turn would encompass one or more Cost Codes used in financial accounts.
All the Cost Codes included would get mapped to the 5 Estimation heads.
The 5 Estimation heads are
• Labor
• Overheads
• Welding Items
• Consumables
• Power, plant and machinery.
The Cost Codes are mapped to these 5 Estimation heads to facilitate comparison with the
Standard costs which are mutually exclusive. All the possible expenses that could be
incurred for Fabrication or Erection activity are included under these 5 Estimation heads.
These Estimation heads can individually drive the costs of a project and hence are
considered for analysis. Dividing into more number of Estimation heads would not only
dilute the Estimation head but also create confusion in case of ambiguous ledger accounts
which could fall into more than one Estimation head. Any Cost Codes that do not fit into any
of the above mentioned Estimation Heads are ignored and are marked as NA. The
understanding about the Estimation is explained below-
4.1.3. Consumables:
It includes all the recurring costs incurred on materials which can be used only for one
project and either gets completely consumed or gets torn making it not possible to use
them for other projects.
This includes, Tools and Tackles cost, Gases and Lubricants, Other Consumables,
Personal protection Equipments like helmets, jackets for labors, Electrical items like
wires, bulbs etc.
4.1.5. Overheads
Overheads include all the expenses which are not direct costs and do not directly
contribute for the project per-se. They do not have a direct correlation with the amount of
work done.
COST CODES:
Cost Codes are all the centers for which costs are incurred for the completion of a
project. It is a numbering system given to specific kinds of work for the purpose of
organizing the cost control process of a specific project.
Fabrication (FFB), Site Fabrication (SFB), Erection (ERE), Painting (PNT), Roofing-Cladding,
and Civil works. The company is mainly into Steel Fabrication and Erection which incur the
company the major costs, moreover other activities like Roofing, painting and civil works is
mostly sub-contracted. Hence scope would be limited into estimating the Cost Drivers for three
main activities viz. Factory Fabrication, Site Fabrication and Erection.
After the Scope document is prepared, we have the nature of work to be done for each of the
project, tonnage of the project, amount of fabrication done in the factory and Erection
individually, classification into which the project would fall into, duration planned and actual
duration of the project. If the project is not complete yet, the estimated completion date is taken
in place of actual duration. The Planned duration and Actual duration together give us the delay
in the project with respect to what was planned actually, which could be one of the factor in
increase in cost vis-à-vis cost planned.
CALCULATING THE COST OF PROJECTS
The Actual cost of the project is found out by looking into the Cost-Centre of the Accounting
book. Cost-Centers are the list of different projects done by the company, hence whenever a
cost is incurred for a project, then the particular cost is assigned to the respective cost-centre.
Under Each Cost centre, there are various ledger accounts concerned with that particular
project.
All the Voucher Entries are exported from TALLY (Accounting software of the company) into
MS.Excel 2007 format; Looking at the narration of each voucher entry and looking at the bill
number of the purchase, each voucher can be assigned different activities and Groups, viz.
FFB, SFB, ERE, IDC, PNT, PRE, DES, OTH.
FFB- All the Costs incurred Directly, Indirectly or for purchases for Factory Fabrication.
SFB- All the Costs incurred Directly, Indirectly or for purchases for Site Fabrication.
ERE- All the Costs incurred Directly, Indirectly or for purchases for Erection purpose.
PNT- All the costs incurred for Painting works.
DES- All the Allot able costs for Designing and detailing purpose.
PRE- all the costs incurred for preparation of working platform and other onetime
preliminary expenses which would help site fabrication and Erection works.
IDC- includes all the recurring Indirect Expenses which cannot be assigned to any
particular activity as such but would result in total increase in the cost of the project.
OTH- includes costs incurred for other activities like Civil Works etc.
For Each activity, the ledgers involved are grouped into various Estimation heads like Labor,
Power – Plant & Machinery, Welding items, Overheads, Consumables. This is done looking at
the Mapping between Ledger Accounts and Estimation heads table. The costs of materials are
taken as NA, as they don’t fall into the scope of the project. Hence we have all the costs
divided amongst different activities and Estimation heads. Creating a pivot table gives a
summary for each category of costs.
The below is the table obtained after pivoting the table, this gives us the total cost incurred for
each activity. These values are taken for further analyses and to find out the percentage
variation in the cost with respect to standard cost/moon for that particular category of the
project.
Task Group Esti Total
ERE Purchases Consumables ####
NA ####
Overheads ###
Purchases Total #####
Direct Exps Labor ####
NA ####
Power #####
Welding #####
Direct Exps Total ###
IDC Indirect Exps Labor #####
NA ####
Overheads #####
Indirect Exps Total ####
PNT Direct Exps NA ####
Direct Exps Total ######
PRE Direct Exps Overheads ####
Power ###
Direct Exps Total ####
SFB Purchases Consumables ####
NA ####
Overheads ###
Welding ####
Purchases Total #####
Direct Exps Labor #####
NA ####
Overheads ####
Power ####
Welding ####
Direct Exps Total #####
Taxes Direct Exps NA #####
Direct Exps Total #####
Grand Total #####3
DC LABOUR #####
IDC OVERHEADS #####
TOTAL Actual Averag Cost/m.ton Std Variance(increa %ge
cost e tons cost/m.ton se in cost) Varianc
Labor ##### 980.1 5730.59432 3258.1676 2,472.43 76%
Overheads ##### 980.1 2406.83995
7 2200
2 206.84 9%
Consumables # ##### 980.1 71109.196 987.88286 121.31 12%
Power ##### 980.1 1158.04713 3145.4055
9 (1,987.36) -63%
Welding ###### 980.1 1352.60483
8 2085
7 (732.40) -35%
6
Table 8: A model of Total cost variation table for a project
The Total costs for Each Estimation head is a sum total of Estimation head costs of each
activity and IDC costs. Hence Total Labor cost in the Total Cost of Estimation head table is a
sum of Labor costs of FFB, ERE, SFB and IDC.
Following this method for all the projects selected gives us Variation of Costs for each of the
activity against the standard cost for the respective activity. Hence we can tell, by how much
percentage is each Estimation head varying and can analyze the reason for the same.
Average tons: is the weighted average of fabrication and Erection work done for a particular
project.
Cost/m.ton: is obtained by dividing Actual Cost by the Average Tons of work done.
Std Cost/m.ton: is the average of standard cost/m.ton for different activities for a particular
project.
Variance: is the difference between Actual Cost/m.ton and Std Cost/m.ton. If the Variance is
positive, it is Unfavorable variance, which means the actual cost is more than standard cost and
if the variance is negative, it is favorable variance, which means the actual cost is lesser than
standard cost.
Percentage Variance: It is obtained by dividing the Variance with Std. cost/m.ton and putting
the result in terms of percentage.
CIDCO – 1433
Comments:
Labor-The Total Labor cost is underestimated by 69%. Both Site Fabrication and Erection
labors are more than Standard even by leaving out IDC costs.
Overheads-As both the Site Fabrication work and Erection work takes place at the site of
construction, differentiation of overheads from IDC would be difficult. Hence it is sensible to
look into the total overhead costs rather than individual overheads costs fonder both activities
separately. Hence in this case the total overhead cost is underestimated by 9%.
Consumables-The cost of Consumables for Erection is more than the standard cost. The
cumulative cost of consumables is also lesser than the standard cost as seen from the table.
Power-The power requirement for Erection is more as this is a Welded Structure and that for
Site Fabrication is lesser by 70%. The Cumulative power requirement is also lesser by 63%
from the Standard costs.
Welding-The Welding cost, unlike bolted structures is not lesser by a larger magnitude, still the
total Welding cost is lesser than the standard Welding cost. Hence the standard Welding cost is
overestimated.
6.2 CHEPAUK STADIUM
Table 10: Variation of Activity wise costs and total cost variation for Chepauk Stadium Project
Comments:
Labor The Reason for this is there is no apparent distinction in the accounts books
between labors used for the fabrication work and for Fabric installation work.
Overheads The variance of 120% for the total overheads is assigned to the same reason as
above. Although if only direct cost is considered the overheads for factory is
92% implies the overheads standard is underestimated and hence need to be
revised
Welding The Factory Fabrication Welding cost is overestimated by 80% and hence need
to be revised. The Erection is majorly bolted and hence there is no welding cost
involved in the erection.
Power The Power charges are lesser by a magnitude more than that for other projects.
Looking at the welding charges, as lesser welding work is done; this must have
impacted the power charges as well.
Consumable The Total consumable charges has increased as special kinds of consumables
s were used in Fabric installation work and the differentiation needs to be done
between consumables used for only Fabrication and Erection work and
Consumables used for special purposes like Fabric Installation in this case.
Preliminaries Costs incurred for Preliminary is not separated in the Accounts book and
moreover this being a project stretched for a very short period of time,
differentiation is more difficult in this case.
6.3 DIAL MEZZ FLOOR
INDIRE DIRECT PURCHA NET TON COST/MT std VARIAN %GE
CT SE TOTAL S ON cost/m.t CE Varian
LABOUR 103669 7878009 7,981,678. 1800 4434.2655 on
2367 2067.265 ce
87%
FACTORY 00 56 556
OVERHEAD 283950 7331749 3772628. 11,388,32 1800 6326.8484 1958 4368.848 223%
S FACT. 25 7.25 72 472
WELDING 3487195 3,487,195. 1800 1937.3305 1668 269.3305 16%
FACTORY 00 56 556
CONSUMAB 2,775,865 2,775,865. 1800 1542.0125 750 792.125 106%
LES FACT. .50 50
POWER 1107 8705542 8,706,649. 1800 4837.0272 1823 3014.027 165%
FACT. 00 22 222
SITE 150 260 410.00 0 0
LABOUR
SITE - 0 0
WELDING
SITE - 0 0
CONSUMAB
LES
SITE POWER (722) (722.00) 0 0
Table 11: Variation of Activity wise costs and total cost variation for Chepauk Stadium Project
Comments
Labor- The Total Labor cost is exceeded by 124% for all the activities included. If only
FFB is considered, even after excluding IDC cost, the labor cost is more by 129%.
The data for SFB is not correctly maintained, Hence SFB labor cost is not available
Overheads- The Total Overheads cost is exceeded by 314% from the standard cost. One of the
reasons that could be attributed is the distance of the Site from the Factories which
are situated all the way south of the country.
Welding- As the Structure is Welded, any welding charges is incurred for FFB only. And
only a small amount of Welding is done in site. Hence the total welding cost is
lower than the standard.
Consumables The Total Consumables used for the factory is more than the standard cost.
The total consumables for the other projects are more than the standard cost for the
cumulative cost.
Power- The power and Plant& Machinery cost for mezzanine cost for FFB is also 150%
more than the standard cost. Whereas the power cost for Erection is in terms with
other projects, i.e. less by 14% of the Standard Cost.
SFB Direct Purcha Initial Net Ton Cost/m.T Std Variance %ge
Indir se total Total s on cost/m. Varia
ect ton nce
SITE 5,009, 5,009,65 5,009,65 825. 6069.433 4410 1659.433 38%
LABOUR 650 0.00 0.00 39 843 843
SITE 1,672, 1,672,10 1,672,10 825. 2025.839 2085 - -3%
WELDING 108 8.00 8.00 39 906 59.16009
402
SITE 735,2 735,211. 735,211. 825. 890.7438 1000 - -11%
CONSUMA 11 05 05 39 302 109.2561
BLES 698
SITE 1,750, 1,750,44 1,750,44 825. 2120.744 4100 - -48%
POWER 441 1.00 1.00 39 133 1979.255
867
SITE - 214,6 1,650 213,421. 213,421. 825. 258.5698 2600 - -90%
OVERHEA 2902 73 00 00 39 882 2341.430
DS 112
ERECTION 1,032, 1,032,53 1,032,53 252. 4082.630 4560 - -10%
LABOUR 538 8.00 8.00 91 185 477.3698
153
ERECTION 1,074, 1,074,10 1,074,10 252. 4247.000 5100 - -17%
POWER 109 9.00 9.00 91 909 852.9990
906
ERECTION 8138 - 8,138.00 8,138.00 252. 32.17745 2600 - -99%
OVERHEA 91 443 2567.822
DS 546
ERECTION 24,72 24,720.0 24,720.0 252. 97.74227 2085 - -95%
WELDING 0 0 0 91 986 1987.257
72
ERECTION 576,0 576,045. 576,045. 252. 2277.671 1100 1177.671 107%
CONSUMA 46 95 95 91 701 701
BLES
PRE. 65099 650,998. 650,998.
CONSUMA 8 00 00
BLES
PRE. 488, 488,507. 488,507.
LABOUR 507 00 00
TOTAL 1,139, 1,139 1380.565 750 630.5656 84%
PRELIMINA 505 ,505 1,139,50 825 551
RIES 5
IDC LABOUR 515243.56
IDC POWER 582935
IDC OVERHEADS 2798447.71
IDC CONSUMABLES 14106.5
IDC WELDING -358582
Table 11: Variation of Activity wise costs and total cost variation for Indore Stadium Project
Comments
Labor: The labor cost is 36% more than standard cost which is acceptable considering the average labor cost
for other projects.
Consumables: The Cost of consumables is more than the standard which is acceptable.
Overheads: The Overheads cost is lesser than average overhead cost of other projects. This project is more
efficient in terms of spending for overhead costs.
Welding: Although Raipur is partly welded structure, the cost for welding is still lesser than other welded
structure and the variance is in negative value with respect to standard cost/m.ton. Hence the standard cost is
over-estimated.
Power: The actual power cost is in negative value and is in line with other projects. Hence it is clear that the
standard power cost is over-estimated.
Table 12: Variation of Activity wise costs and total cost variation for Kolkata Airport Project
Comments:
The Total Labor cost and Overheads cost has increased because of idle man-power in the site as the Fabricated
materials are not cleared by the client because there is a delay in their erection .The Delay has resulted in
increased overheads cost as well.
Consumables: Increase in consumables is because there is a special kind of problem being faced by the Site
fabrication labors. The alignment of the material is not matching to the client’s requirement and hence gases are
used to heat the metal to make it aligned as per the specification. This has resulted in increased Consumable
cost.
Power: Power cost, although looks like it is below the standard power cost; if the average actual cost/m.ton of
other projects is considered, then the power cost is more. This is attributed to the same reason as above, i.e. due
to because of Heating of Metal structures to make it come to proper alignment.
Welding: The Welding cost is in lesser than standard welding cost/m.ton but it is in the same lines with other
projects. Hence the Standard welding cost is under-estimated.
6.6 RAIPUR AIRPORT-1463
INDIRE DIREC SFB/ER PURCH NET TONS COST/ std VARIA %GE
CT T E ASE TOTAL MTON cost/m.t NCE Varianc
LABO - 2.407 - on
1566 (1,566. e-100%
UR 00)
FACTO
OVER - 2.407 - 1253 (1,253. -100%
HEADS 00)
FACT.
WELDI - 2.407 - 1390 (1,390. -100%
NG 00)
FACTO
CONSU - 2.407 - 600 (600.00 -100%
MABL )
ES
POWE - 2.407 - 1167 (1,167. -100%
R 00)
FACT.
SITE 39812 693825 6,978,0 651.73 10,706. 2560 8,146.9 169%
LABO 7.4 69.40 99 9
UR
SITE 132997 1,329,9 651.73 2,040.6 1390 650.68 47%
WELDI 5 75.00 8
NG
SITE 107906. 767755. 875,66 651.73 1,343.6 700 643.60 92%
CONSU 5 46 1.96 0
MABL
SITE 276475 -207176 2,557,5 651.73 3,924.3 2200 1,724.3 78%
POWE 9.5 83.50 0 0
R
SITE 173908 348931 600 0 523,43 651.73 803.15 1850 (1,046. -57%
OVER 9.00 85)
HEADS
ERE. 995,124 995,12 654.137 1,521.2 2830 (1,308. 84%
LABO 4.19 8 72)
UR
ERE. 688,003 688,00 654.137 1,051.7 3500 (2,448. -70%
POWE 2.50 7 23)
R
ERE. 23,804 23,804. 654.137 36.39 1390 (1,353. -97%
WELDI 00 61)
NG
ERE.O 276845. 11499 600 288,94 654.137 441.72 1850 (1,408. -76%
VERHE 5023 4.50 28)
ADS
ERE.C 116228. 107906. 19,494 243,62 654.137 372.44 800 (427.56 -53%
ONSU 54 5 9.04 )
MABL PRE. 72062 72062 -
LABO
UR
PRE. 23804 23804
WELDI
NG
PRE. 95550 1175 96725 -
OVER
HEADS
PRE. 121686 378453 500139 -
CONSU
MABL
PRE.PO 1820 1820 -
WER
PRELIM 694550 654.137 1, 500 56 112%
INARIE 061.78 1.78
S
Table 13: Variation of Activity wise costs and total cost variation for Raipur Airport Project
Comment:
Labor: The Contractual duration was 6 month, but the estimated duration is 15 months now;
there is an idle labor in the site, this has lead to increased site fabrication labor cost.
Overheads: The Overheads is mainly in the form of IDC and has increased the total overheads
cost w.r.t. standard by 69%. This is also attributed to the delay in the project implementation.
Power: The power cost is more than the average for other projects because it is a welded
structure and hence power required in this case will also be more.
Consumables: The consumables cost is more than standard cost but is on par with average
consumable cost for other projects.
Welding: The Welded cost is less by 26% of the standard cost even though it is a bolted
structure. Hence it can be argued that the Standard cost for welding is under-estimated.
6.7 RAJAMANDRY AIRPORT
IDC TOTAL
IDC LABOUR 221622
IDC CONSUMABLES 11231
IDC OVERHEADS 2968730.33
Table 14: Variation of Activity wise costs and total cost variation for Rajahmundry
Airport Project
Comments:
Labor: The Labor cost for FFB is increased because of Over-time work charges.
Consumables: The Consumable costs have increased because of delay in factory fabrication
and the rework done. Further the Standard cost/m.ton for consumables seems to be
underestimated.
Overheads: Total overhead has increased because of the rework done for fabrication
purpose and also because of delay in the project.
Welding: The cost of welding is lower than the standard cost. This being a simple structure,
the welding is bound to be lesser for fabrication purpose. Moreover as it is a Bolted
Structure, there is no welding cost incurred for Erection purpose.
Power: The Total power charge is lesser than standard cost, as is the case for other project
as well. As it is difficult to differentiate the Diesel cost for SFB and ERE, there is
an increase in the power cost for SFB.
6.8 TCS PHASE 2- 1383
INDIR DIRECT PURCH INITIAL NET TON COST/M std VARIA %GE
ECT ASE TOTAL TOTAL S TON cost/m NCE Varia
LABOUR - - 10.6 0 .ton
2304 -2304 nce
-
FACTORY 100%
OVERHEA - - 10.6 0 1958 -1958 -
DS FACT. 100%
WELDING - - 10.6 0 1668 -1668 -
FACTORY 100%
CONSUMA - - 10.6 0 750 -750 -
BLES 100%
FACT.
POWER 5,547.00 5,547.00 5,547.00 10.6 523.3018 1823 - -71%
FACT. 868 1299.69
SITE 15,829,3 15,829,3 15,829,3 1862 8501.268 3336 8113
5165.26 155%
LABOUR 62.06 62.06 62.06 562 8562
SITE 2,653,8 2,653,82 2,653,82 1862 1425.253 1668 - -15%
WELDING 22.30 2.30 2.30 652 242.746
SITE 2,111,6 2,111,68 2,111,68 1862 1134.095 800 348
334.095 42%
CONSUMA 86.20 6.20 6.20 704 7035
BLES
SITE 7,077,72 7,077,72 7,077,72 1862 3801.143 3200 601.143 19%
POWER 9.44 9.44 9.44 631 6305
SITE 143,765. (2,633.7 141,131. 141,131. 1862 75.79551 2300 - -97%
OVERHEA 00 5) 25 25 557 2224.20
DS
ERECTION - 4,563,28 4,563,28 4,563,28 1414 3226.329 3612 4484
- -11%
LABOUR 7.64 7.64 7.64 .39 121 385.670
ERECTION 8,166,79 8,166,79 8,166,79 1414 5774.078 4400 8794
1374.07 31%
POWER 8.64 8.64 8.64 .39 324 8324
ERECTION 333,21 5,600.00 1,132.5 339,949. 339,949. 1414 240.3506 2300 - -90%
OVERHEA 7.00 0 50 50 .39 105 2059.64
DS
ERECTION 1,144,4 1, 1414 1069.228 1668 9389
- -36%
WELDING 29.60 512306 1512,306 .39 572 858.867
ERECTION 956,038 956,038. 956,038. 1414 675.9371 900 -0169 -25%
CONSUMA .80 80 80 .39 885 224.062
BLES
PRE. 1,921,27 1,921,27 1,921,27 1862 1031.834 8115
LABOUR 5.49 5.49 5.49 31
PRE. 230,998. 230,998. 230,998. 1862 124.0593
POWER 60 60 60 985
PRE. 80,050.0 43,245. 123,295. 123,295. 1862 66.21643
OVERHEA 0 00 00 00 394
DS
PRE. 301,309 301,309. 301,309. 1862 161.8200
CONSUMA .00 00 00 859
BLES
PRE. 0 0 0 0 0
WELDING
PRE. 1862 1383.930 680 703.93 104%
TOTAL 228
TONS PROPORTION
FFB 10.6085 0.003100361
SFB 1861.95 0.544159575
ERE 1549.14 0.452740065
Table 15: Variation of Activity wise costs and total cost variation for TCS Phase 2 Project
Power: The Total power cost has positive variance in this case, as power must have been utilized for
welding joints.More-over as the structure is Complex-heavy, the total power cost is more.
Consumables: The Standard Consumable cost is under-estimated. Comments
Labor: Costs for factory cannot be accurately measured as the tonnage of work involved
in case of FFB is meager. Cost of total labor is 77% more than the standard cost which
implies that the standard cost were underestimated.
Overheads: The Overheads are hidden in the form of IDC for SFB and ERE, hence total
Overheads costs has to be seen. Total overheads cost is 25% more than the standard
overheads cost.
Welding: Total welding cost is 24% lesser than the standard cost. The standard welding
cost seems to be underestimated
6.9 TNLA DOME 2028
DIRE PURCH ADDITION INITI NET TONS COST/M std VARIA %GE
CT ASE ALS AL TOT TON cost/m. NCE Varia
TOTA AL ton nce
L
LABOUR 1,621, 1,621, 16211 272.20 5955.737 3216 2739.74 85%
FACTORY 175 175 75 389 811
OVERHEAD 1,476, 2,229 1,478, 14789 272.20 5433.239 2610 2823.24 108%
S FACT. 720 949 49 389 767
WELDING 200,339 200,3 20033 272.20 735.9887 2085 -1349.01 -65%
FACTORY 39 9 389 473
CONSUMA 347,342 347,3 34734 272.20 1276.036 900 376.04 42%
BLES FACT. 42 2 389 136
POWER 1,158, 1,158, 11582 272.20 4255.060 2431 1824.06 75%
FACT. 244 244 44 389 425
SITE - - 0 4410
LABOUR
SITE - 0 2085
WELDING
SITE - 0 1000
CONSUMA
BLES
SITE - - 0 4100
POWER
SITE - - 0 2600
OVERHEAD
S
PRELIMINA 143,7 90000 233,7 23374 0 4560
RIES 49 49 9
LABOUR
PRELIMINA 37,80 4190 41,99 41990 0 5100
RIES 0 0
POWER
PRELIMINA 120,0 23200 143,2 14320 0 2600
RIES 00 00 0
OVERHEAD
S
PRELIMINA 3,102 3,102 3102 0 1100
RIES
CONSUMA
BLES
TOTAL 301,5 120,492 422,0 422,0 851 495.94 750 (254.06) -34%
PRELIMINA 49 41 41
RIES
Additional Tons
In this unique case, the project is still in progress and the fabrication is done in the factory. The
Fabricated structures were stored at factory itself and not dispatched to the site, Hence the
Tonnage of fabrication done but not dispatched is also taken into account for both Peenya and
Bidar factory.
Before dispatching the materials go through different processes; namely, fit-up, Welding,
Priming and then dispatching.
A portion of weightage is assigned to each of these activities according to the expenses incurred
in each of the processes.
Accordingly
• Fit-up= 50%
• Welding=20%
• Painting=20%
• Dispatching=10%
Thereby once a product passes through different activities; its quantity is multiplied by
the total cumulative proportion of weightages till that stage and thereby calculating the
cost for that quantity of material.
Comments:
Labor: The Labor cost for factory is more from standard cost by 85%; however the labor cost
for total figure is less by 3%. This is because, Erection work has not yet started and the all the
labor charges at site are allotted for preliminary activities.
Overheads: The overhead charges for Factory fabrication is more from standard cost by 108%,
however the total overhead cost is very high, this is because all the overheads at site are allotted
for preliminary activities as differentiating overheads for Erection and preliminary purpose is
difficult without proper record.
Consumables: Consumables for factory is more by 42% and that for total is more by 97%, this
increase is attributed to consumables used for Erection purpose which had just started in the
month of march.
Welding: The welding cost is clearly over-estimated, as it showing a variance of about 65%
favorably.
Power: The power cost in the factory is main cost driver for the total power increase. This
could be because of re-work done for the same material and fabricated materials which are
unaccounted because the materials are not dispatched from the factory.
RESULTS:
FACT 3,2 5,713. 2,367 4,189. 1,566 2,771. 3,216. 5,692. 2,304 4,078.
LABOU 28. 56 .00 59 .00 82 00 32 .00 08
FACT. 1,6 1,000. 1,668 1,000. 1,390 834.0 2,085. 1,251. 1,668 1,000.
WELDI 68. 80 .00 80 .00 0 00 00 .00 80
FACT. 800 1,304. 750.0 1,222. 600.0 978.0 900.0 1,467. 750.0 1,222.
CONSU .00 00 0 50 0 0 0 00 0 50
FACT 2,4 1,677. 1,823 1,257. 1,167 805.2 2,431. 1,677. 1,823 1,257.
POWER 31. 39 .00 87 .00 3 00 39 .00 87
FACT. 2,6 6,290. 1,958 4,718. 1,253 3,019. 2,610. 6,290. 1,958 4,718.
OVERH 10. 10 .00 78 .00 73 00 10 .00 78
SITE 4,4 7,805. 3,216 5,692. 2,560 4,531. 4,410. 7,805. 3,336 5,904.
LABOU 10. 70 .00 32 .00 20 00 70 .00 72
SITE 2,0 1,251. 1,668 1,000. 1,390 834.0 2,085. 1,251. 1,668 1,000.
WELDI 85. 00 .00 80 .00 0 00 00 .00 80
SITE 1,0 1,630. 800.0 1,304. 700.0 1,141. 1,000. 1,630. 800.0 1,304.
CONSU 00. 00 0 00 0 00 00 00 0 00
SITE 4,0 2,760. 3,000 2,070. 2,200 1,518. 4,100. 2,829. 3,200 2,208.
POWER 00. 00 .00 00 .00 00 00 00 .00 00
SITE 2,5 6,025. 2,200 5,302. 1,850 4,458. 2,600. 6,266. 2,300 5,543.
OVERH 00. 00 .00 00 .00 50 00 00 .00 00
ERE. 4,5 7,991. 3,564 6,308. 2,830 5,009. 4,560. 8,071. 3,612 6,393.
LABOU 15. 55 .00 28 .00 10 00 20 .00 24
ERE. 5,0 3,450. 4,200 2,898. 3,500 2,415. 5,100. 3,519. 4,400 3,036.
POWER 00. 00 .00 00 .00 00 00 00 .00 00
ERE. 2,5 6,025. 2,200 5,302. 1,850 4,458. 2,600. 6,266. 2,300 5,543.
OVERH 00. 00 .00 00 .00 50 00 00 .00 00
ERE. 1,6 1,000. 1,668 1,000. 1,390 834.0 2,085. 1,251. 1,668 1,000.
WELDI 68. 80 .00 80 .00 0 00 00 .00 80
ERE.CO 1,1 1,793. 900.0 1,467. 800.0 1,304. 1,100. 1,793. 900.0 1,467.
NSUMA 00. 00 0 00 0 00 00 00 0 00
PRELIM 750 1,380. 650.0 1,196. 500.0 920.0 750.0 1,380. 680.0 1,251.
INARIE .00 00 0 00 0 0 0 00 0 20
CONCLUSION:
• Factors like bolted structure or Welded Structure influences the Power, Consumable and
Welding cost of the entire Structure. Hence a sufficient Correction factor should be given
for this.
• Delay in execution of projects would result in increased labor cost and overhead costs.
• Freight Cost, which is a part of Overhead costs is influenced by the amount of material
transported in one shift and can significantly impact the total overhead costs, hence
proper care should be taken to fully load the trucks before dispatching.
• Review in design can significantly increase the power, Consumable and Welding cost in
Factory because of repetition of work for the same structural part. Hence a proper co-
ordination between the Design and Engineering Team should exist to decrease the cost
because of rework.
•
8.1. SUGGESTIONS:
• Every Voucher Entry the company enters into its Accounts book should put the Activity
for which it is incurred including Sub-Activities like Sub-contracted works, Special
Costs.
• Few consumables, though bought for Site Fabrication can be used for Erection purpose as
well; in such case the total cost of the consumables is divided based on the number of
days for which it was used for each of the activities.
• For any special types of work apart from the conventional fabrication; a new standard
cost for the activity has to be found out specific to that activity.
• It is observed that the vouchers entered by people in Accountancy department has several
mistakes because they do not know few of the technical terms and hence it is suggested
that a technical person be given the responsibility at site and in stores to mark the
Estimation head for which the costs are incurred(or for purchases done).
• The Estimation team should make it clear to the finance department if it is taking special
cost-code specific to a project separately, and costs incurred for the same should be taken
into a separate cost-code in the accounts book. (Eg: For Chepauk Stadium, special tools
were used and a different cost/moon were taken for it, Hence these special tools should
be separated from regular tools and tackles code in the ledger books)
8.2. LIMITATIONS
• Projects differ in their nature of work and machinery involved, skills required and
materials to be used in a large way. Hence a standard cost should not be taken to Estimate
the costs of entire project without looking into the detail of the projects..
• Differentiating projects into different categories like Simple and Complex is subjective
and involves discretion of people involved in the project.
• The standard costs cannot be stretched to the newer projects which have its tonnage lying
beyond the range of the projects chosen while estimating the standard cost.