Shipyard projects are among the most complex multi-party operations in any industry. Dozens of subcontractors, thousands of parts, and an owner breathing down your neck about a delivery date that was committed before the survey found the additional work. Managing that on spreadsheets and morning meetings is why shipyard projects run late and over budget at scale.
By the time a project manager knows the steel delivery is late or the subcontractor is understaffed, the schedule has already slipped. The cost of recovering the schedule is always higher than the cost of preventing the slip would have been.
Ten subcontractors, one build berth, and a sequence that requires each trade to complete before the next begins. When a subcontractor is behind schedule, everyone behind them slides. The project manager finds out from the next subcontractor in the queue - not from the one who is behind.
Long-lead materials ordered late, delivered early with no storage plan, or ordered wrong because the spec changed after the purchase order went out. Each situation costs time and money - and all three happen regularly in shipyards that manage procurement from a shared spreadsheet.
The owner approves additional scope during the build. The yard does the work. The change order gets priced two weeks later when someone has time to do it - and the labor hours that should support the change order cost are no longer accurately attributable to the specific work.
Built for shipyards - project scheduling, subcontractor management, materials procurement, change order tracking, and cost control all connected.
Build and repair project schedules with trade sequencing, dependencies, and milestone tracking. When any task slips, the system recalculates the downstream impact immediately - not after the next morning meeting. Slippage is visible before it becomes a delivery date problem.
Subcontractor task completion tracked against the project schedule. When a trade falls behind, the project manager sees it on the same day it happens - not when the next trade in the sequence shows up and can't start. Recovery options are available earlier and cheaper.
Long-lead items tracked from order through delivery against required-by dates. When a delivery is late, the schedule impact is calculated and the project team is notified with enough lead time to resequence. Procurement decisions made from delivery data rather than supplier promises.
Scope changes documented and priced before work begins. Labor hours and materials tied to the change order as they're consumed. The change order invoice reflects actual cost - not an estimate built from fading memory after the work is done.
Actual vs. budgeted cost tracked in real time by work package, trade, and project. When a cost center is trending over budget, the system flags it while there's still time to adjust - not after the final accounting shows the project was unprofitable.
Project status, schedule progress, and pending decisions communicated to vessel owners through a structured report generated from actual project data. Owners are informed without requiring the project manager to build a separate presentation from scratch each week.
Start with The Audit. One session to map your workflows, find the highest-leverage problems, and build your plan.