Methodology for implementing ERP and EAM solutions in a construction company for managing equipment resources, repairs, and the lifecycle of equipment on sites

Abstract

A methodology for the implementation and integration of ERP and EAM solutions in a construction company is presented for managing the equipment fleet, repairs, and the lifecycle of equipment under conditions of high uncertainty in the investment-construction cycle, territorial distribution of facilities, shift-based organization of work, and heterogeneity of assets, including subcontracted and rented equipment. The necessity of transitioning from reactive maintenance and fragmented accounting to condition-based maintenance supported by IoT telemetry and mobile workstations is justified, with the formation of a single information space linking the financial circuit, material and technical support, and actual production processes on site. The methodological toolkit relies on systems analysis, statistical processing and regression modeling, reliability theory, and functional-cost analysis, as well as comparison of key indicators before and after transformation accounting for the stabilization time lag. Quantitative results demonstrate a nonlinear synergistic effect of full integration: increase in the technical readiness coefficient of excavator equipment to 0.897 with simultaneous reduction of downtime in repairs to 14.56 h/month, decrease in the share of emergency repairs to 18.24%, and increase in the accuracy of spare parts demand forecasting to 92.88%. It is shown that end-to-end integration of repairs and procurement reduces delivery times for consumables and almost eliminates downtime due to spare parts shortages, while simultaneously reducing inventory stocks and the share of illiquid assets; elasticity is established: a 1% increase in planning accuracy is associated with a 0.45% decrease in illiquids. Management of total cost of ownership is considered: with additional investments in software, repair costs and downtime losses are reduced, residual value is increased, and NPV is improved by 20.23%, with the break-even point for a fleet of 20 or more units reached in the 14th month. Organizational resistance, requirements for regulation, information security, and primary data quality (with input errors exceeding 15%, the effect degrades), as well as legal aspects of digitalization, including harmonization of standards with ISO 55000/ISO 19650 and recognition of telemetry as legally significant in disputed situations, are addressed separately.