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One ERPNext system across every division and every site — so schedules, budgets, materials, machines and manpower finally tell the same story.
Free, no-obligation consult — just a real person.
Official ERPNext Partner
In business since 2011 · 200+ clients
A steel-structure package is running two weeks behind. The site engineer says it's a material shortage; procurement says the requisition never arrived; the store says the plates were issued to a different project last month; finance is still waiting on the subcontractor certification to close the period. Four teams, four systems, four versions of the truth — and by the time anyone reconciles them, the delay has already cost money. Now multiply that by a dozen divisions and hundreds of live packages.
That was the operating reality at Nael General Contracting LLC (NGC) — a full-spectrum EPC contractor founded in 1998 in Al Ain, UAE, with over 8,000 employees and 250+ projects worth more than AED 8 billion. NGC delivers turnkey construction across aluminium and glass works, steel structures, MEP services, cement production, ready-mix, marble and granite, interior fit-outs, infrastructure and facilities management. Each of those is effectively a business in its own right — and each had grown its own way of tracking work.
Acube Innovations, an Official ERPNext Partner, designed and implemented a single unified ERPNext instance covering accounting, CRM, projects, procurement, inventory, HR and asset management — with divisional workflows modelled inside it rather than bolted on beside it.
The headline result: a 35% reduction in procurement cycle time, alongside centralised visibility into schedules, budgets and asset utilisation across every division.
In business since
Clients served
ERP projects
Work by referral
| Client | Nael General Contracting LLC |
| Location | Al Ain, United Arab Emirates |
| Industry | Construction & Engineering — multi-division contracting |
| Engagement | Comprehensive ERPNext implementation across all divisions |
for project scheduling, fabrication, procurement and finance — each division an island.
of project progress, budgets and resources, so problems surfaced late.
of warehousing, asset utilisation and subcontractor management.
for a workforce running into thousands.
consistently across divisions. > The cost of staying as-is: on an EPC book of this size, a week of avoidable procurement lead time or an idle machine nobody logged is not an inconvenience — it is margin, repeated across hundreds of live packages.
A unified ERPNext instance shaped around how a multi-division contractor actually works — configured after the workflows were mapped, not before:
| Capability | What it gives you |
|---|---|
| ERPNext core & divisional configuration | Accounting, CRM, HR, Projects, Procurement, Purchase, Inventory, Asset Management and Maintenance on one instance — with aluminium/glass, steel structure, MEP, interiors, cement and ready-mix workflows modelled as Projects and sub-Projects, each with its own custom forms and approval routes. |
| Project scheduling & tracking | Gantt-chart scheduling, milestone definitions and resource allocation, with real-time progress and cost tracking so on-time delivery and budget compliance are visible while there is still time to act. |
| Procurement & supply-chain automation | Material requirement planning (MRP) and purchase-order workflows tied to projects and warehouses — shorter lead times and requisitions that can't quietly stall. |
| Inventory & warehouse control | Consumption tracked against the project that consumed it, with real-time stock positions across multiple locations. |
| Asset & maintenance management | Heavy machinery and serviceable assets tracked with usage logs and scheduled preventive maintenance — better utilisation, fewer breakdowns. |
| HR, timesheet & payroll integration | Timesheets logged against project tasks and flowing straight into payroll and accounting, with leave requests, expense claims and approvals automated. |
| Training, rollout & change management | Multi-tiered training for project managers, procurement teams, site supervisors and administrative staff, so adoption reached every division rather than stopping at head office. |
See it on your own projects: Call +91 62358 66111 or WhatsApp us.
| Outcome | Impact |
|---|---|
| Procurement cycle time | 35% reduction through automated requisition and PO workflows |
| Visibility | Centralised view of project schedules, budget consumption and asset utilisation |
| Inventory control | Improved, with real-time stock updates across multiple locations |
| Equipment uptime | Better, via scheduled preventive maintenance on tracked assets |
| Workforce management | Efficient, with timesheets and payroll integrated end to end |
| Governance | A unified, audit-capable ERP supporting multi-division scalability and compliance |
The 35% cut in procurement cycle time is the number NGC can point to, but the structural change is broader: the steel yard, the MEP team, the store, the plant department and finance now work from one set of records. A delay is visible as a delay, not as an argument between departments.
We mapped how each division actually delivered work before configuring anything — which is why divisional realities fitted inside ERPNext's Projects and sub-Projects model instead of fighting it.
Custom forms and approval processes let aluminium/glass, steel, MEP and interiors keep their own rules while still reporting into the same books.
Multi-tiered training by role — project managers, procurement, site supervisors, admin — because an EPC rollout succeeds or fails at the site office, not the boardroom.
Long-term support and enhancement, so the system keeps pace as divisions and project volumes grow.
in business since 2011, an Official ERPNext Partner, 100+ ERP projects, and 70% of our work comes by referral.
Official ERPNext Partner
Yes — that is exactly what NGC runs. Divisions such as aluminium/glass, steel structures, MEP, interiors, cement and ready-mix were modelled as Projects and sub-Projects, each with its own custom forms and approval processes, all reporting into one set of books.
Material requirement planning and purchase-order workflows are tied directly to projects and warehouses, so requisitions route themselves, approvals are tracked, and consumption is booked against the job that used it. At NGC this cut procurement cycle time by 35%.
Yes. Serviceable assets and heavy machinery are tracked with usage logs and scheduled preventive maintenance, which is what improved utilisation and reduced breakdowns at NGC.
Timesheets are logged against project tasks and feed straight into payroll and accounting, with leave requests, expense claims and approvals automated. NGC uses this across a workforce of over 8,000 employees.
That is a delivery question, not a software question. We ran multi-tiered training for project managers, procurement teams, site supervisors and administrative staff so adoption reached each division — cross-divisional engagement was part of the rollout plan, not an afterthought.
Yes. ERPNext is modular, so you can start where the pain is sharpest — usually procurement, projects or asset tracking — prove the value, then bring the remaining divisions and modules on in phases.
Get a clear plan, an honest timeline, and a fixed scope. Talk to a real expert today — whether or not you work with us.
Kochi (Kadavanthra & Infopark) · Thiruvananthapuram · across India & overseas · In business since 2011