🇦🇺Australia

Fehlende Echtzeit-Rentabilitätskontrolle in EVM führt zu Kostenschleichern

2 verified sources

Definition

EVM reports actual vs. planned costs but does not measure profitability per work package. In Australian Defence contracts (e.g., AWD program[6]), a project can report 'Cost Variance = 0' (on budget) while profitability margin shrinks due to rework, material waste, or schedule pressure. No early warning system exists.

Key Findings

  • Financial Impact: Industry benchmark: 2–5% revenue loss from undetected cost creep in shipbuilding[4]. On typical AUD 500M Defence contract: AUD 10M–25M at-risk margin
  • Frequency: Per project lifecycle (typically 3–8 years for Defence vessels)
  • Root Cause: EVM metrics (BAC, AC, EV, CV, SV) do not roll up to profitability targets. Margin visibility only at project completion or annual financial restatement. No daily/weekly EBITDA tracking per WBS.

Why This Matters

The Pitch: Australian shipbuilding loses 2–5% of contract revenue annually due to undetected profitability leaks within 'on-budget' cost schedules. Real-time EBITDA targets per WBS/work package enable daily margin monitoring and cost-bleed prevention.

Affected Stakeholders

Project Manager, Cost Engineer, Work Package Manager, Finance Controller

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Financial Impact

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Current Workarounds

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Methodology & Sources

Data collected via OSINT from regulatory filings, industry audits, and verified case studies.

Evidence Sources:

Related Business Risks

Verzögerte Rentabilitätssichtbarkeit in EVM-Berichten

Estimated 40-80 hours/month × AUD 150/hour (Project Controls role[3]) = AUD 6,000–12,000/month per project; multiplied across Defence contract portfolio (estimated 3-5 major programs) = AUD 216,000–720,000 annually

Unzureichende EVM-Konformität gefährdet Defence-Verträge

Payment holdback: 5–10% of milestone invoices (typical: AUD 10M–50M on major contracts); Remediation cost: AUD 50,000–500,000 per audit finding; Schedule delay: 2–6 weeks per re-baseline = AUD 500K–2M cost of delay

Unbilled Change Order Cancellations Without Compensation

AUD 50,000–250,000 per major shipbuilding project (5–15% of total change order costs), based on typical re-pricing labor (30–80 hours @ AUD 150/hr) and provisional supply commitments.

Excessive Administrative Rework from Change Order Re-Pricing

AUD 13,800–41,400 per change order (92–276 hours @ AUD 150/hour loaded labor rate). On a 10,000-ton frigate with 150–200 change orders, total waste = AUD 2.07M–8.28M.

Contract Dispute and Legal Liability from Poorly Documented Change Orders

Median dispute cost: AUD 200K–500K per project. Large-scale frigate contracts (AUD 2B+) risk AUD 2M–5M+ in dispute remediation, plus 12–24 month schedule delays (carrying costs, financing charges, opportunity cost).

Shipbuilder Price Re-Negotiation Risk and Customer Churn

Indirect loss: AUD 500M–5B in foregone future contracts or competitive disadvantage on next-generation tenders. Direct loss: AUD 50M–500M in disputed change orders, carrying cost on withheld payments, and legal remediation.

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