22% Labour Cost Saved Through Centralised Multi-Site Coordination

The Challenge

With three sites at different construction phases, the skill requirements and crew size needs changed week to week at each location. The company employed a mix of directly employed trades and subcontractor crews. The directly employed workforce was potentially shareable across sites, but in practice each site manager treated their allocated crew as fixed, even during periods of reduced demand.

A workforce audit conducted at the start of the engagement found that on average 22–28 directly employed workers per week were deployed to tasks below their skill level or in excess of the phase requirement, while other sites were augmenting with subcontractor hours that could have been replaced by available internal staff.

Additionally, safety induction records and certification tracking were managed in three separate systems, creating compliance visibility gaps and duplicating administrative effort.

The Intervention

Teamworx4 centralised crew tracking across all three sites into a single Workforce Coordination view. Site managers retained control of their day-to-day task assignments but now worked within a shared availability layer that made cross-site allocation requests and confirmations a structured workflow rather than a phone call.

Phase-based demand templates were built for each site, allowing the operations director to see projected crew requirements 3 weeks ahead and identify reallocation opportunities before subcontractor hours were committed.

Safety induction and certification records were migrated into the coordination system so that any proposed reallocation automatically flagged workers who lacked the required site-specific induction at the receiving location.