Prolonged Time-to-Cash from Billing Delays

$10,000–$20,000 per year in delayed cash collection and under-billed plant material due to lost tickets, conservative write-offs to preserve contractor relationships, and the cost of financing inventory that has already left the yard but is not yet invoiced. • $12,000-$18,000 annual impact - increased bad debt risk, longer sales cycles, margin compression from flexible terms • $15,000-$25,000 annual impact - storage costs, missed shipment consolidation, logistics inefficiency from payment uncertainty

Compiling data from email chains, paper change orders, and crew notes into Excel summaries that match the property’s billing format, then manually uploading PDFs or entries to the customer portal near or after billing deadlines. • Conservative inventory holding based on worst-case payment delays; manual calls to sales team to estimate contractor cash flow; safety stock planning inflated • Crew foremen text or WhatsApp photos of completed work and paper timesheets; the division manager then reconciles this with separate Excel job-costing files and email threads with the property manager to confirm scope and approvals before manually building the invoice in accounting software.