Commercial control

Profitability becomes part of ongoing project steering.

Cost, changes and margin development become visible where they arise. Project management, controlling and leadership see early which decisions affect the commercial result and where countermeasures are needed.

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Overview Plan & steer Commercial control Intelligence & enterprise

Cost & result

Steering profitability in the running project.

Bill of materials, calculation, changes, investment, cost-down measures and the P&L are linked directly. This makes visible how cost and margin develop, what causes sit behind them and where countermeasures are still possible. One shared calculation engine keeps calculation, cost, P&L and business case consistent.

Core steering areas

Calculation and target costing
BOM and material logic
Cost tracking
Business case
P&L Walk
Cost-down actions
Snapshots and scenarios

Typical management decisions

Assess change requests commercially and approve them
Make customer-caused additional cost transparent and recover it
Prioritize and track cost-down measures
Trace the causes of margin deviations
Update business case and forecast early

Steering changes commercially

Assessing every change with its full impact.

Changes affect not only the technical scope, but also schedule, cost and margin. Evoltir brings these effects together in one continuous assessment and approval process.

Change request→Technical assessment→Schedule impact→BOM / cost impact→Customer recovery→Lifetime P&L→Approval→Forecast

Assess technical and commercial impact together Cost and margin effect visible before approval Take approved changes directly into P&L and forecast Trace decision, impact and implementation end to end

Change request with technical and commercial assessment

Steering cost reduction deliberately

Result deviations turn into concrete measures.

Cost-down measures are steered with an owner, a target effect and a due date. It stays visible which measures are planned, which are already implemented and how they affect forecast and result.

Target deviation→Cost-down measure→Owner→Expected effect→Due date→Implementation→Realized impact→Forecast

Steer measures with owner, due date and expected impact Clearly separate planned and realized effects Reflect implemented measures directly in the forecast Recognize which measures actually improve the result

P&L walk: measure impact from baseline to forecast

Portfolio steering

The most important projects and bottlenecks in view.

The portfolio view brings together status, roadmap, risks, escalations and capacity bottlenecks across all projects. Scenarios additionally show how schedule shifts or changed priorities affect the whole portfolio. This makes visible where management decisions are needed first.

Visible in the portfolio

Phase pipeline
Health trend
Roadmap
Escalations
Risk overview
Classification matrix
Capacity cockpit
What-if simulation

Key management questions

Which projects need attention?
Where do bottlenecks arise?
Which projects compete for the same resources?
How do schedule shifts affect the portfolio?
Where is the commercial result deteriorating?

Product walkthrough

Bring one real project. We map it into the steering system.

One project, one steering cycle and one costly problem: visibility, capacity, gates, profitability or supplier steering.

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