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For construction & contractors
Materials tracked from the store to the slab, spend measured against the BQ line by line, plant with a named custodian, and retention you actually chase — the contractor's whole operation in one system.
If any of these ring true, you are exactly who this was built for.
Cement, steel, and fittings leave the store by the lorry and arrive on site by memory — and 10–20% disappears somewhere in between.
The job felt fine until the final account: the BQ said one number, the site spent another, and nobody saw the gap opening in real time.
The mixer, the compactor, the scaffolding — moved between three sites this month, and the register was accurate the day it was typed.
Money held back on every certificate, subcontractor claims part-paid — and a receivables picture that lives in one quantity surveyor's head.
Each capability links to a deeper feature tour.
Every issue booked against a site and a task, deliveries checked in, variance visible the same week — not at handover.
Materials and plant move between sites on approved transfers with in-transit visibility, so nothing leaks between locations.
Budget each job to the BQ, then watch committed and actual spend against every line as the work runs.
Every machine and tool with a named custodian, movement history, and service schedule — findable across all your sites.
Requisition to PO to receiving in one auditable chain — thresholds enforced before any site commits the company's money.
Duty, freight, and clearing folded into the true unit cost of imported steel, fittings, and finishes — so margins are real.
Load the BQ, open the store with a count, and book issues against tasks — the first variance report pays for the project.
Register the machines with custodians, route site buying through approvals — commitment stops running ahead of authorization.
Every site on one dashboard: cost-to-date vs BQ, retention held, and plant utilization across the company.
A contractor runs three businesses at once — materials, plant, and fixed-price promises. Where the money leaks on a Kenyan site, and how the profitable ones keep all three under control.
Materials are the biggest job cost and the easiest to lose — not dramatic theft, a hundred small unmeasured gaps. Close them by measuring flow, not suspecting people.
The BQ is a promise made at tender; the site is where it meets reality. Track budget, committed, and actual against every line — while there is still a job left to correct.
No — it governs the operations side: materials, costs, plant, procurement, and retention. Your estimating software produces the BQ; you bring that budget into AWRA and track actual spend against it line by line as the job runs. The two coexist, and most contractors keep their estimating tool.
Yes — every issue, delivery, and purchase is booked against a site and, where you want the detail, a specific task or BQ line. That is what lets you see cost-to-date against budget while the work is still running, rather than discovering the gap at the final account.
Plant and equipment are assets with a named custodian and a movement history, transferred between sites on approved transfers. At any moment you can see where a machine is, who holds it, and when it is next due for service — across every site at once.
Yes — retention held on each certificate and subcontractor claims and payments are tracked as part of the project financials, so the money owed to you and by you stops living in one person's head and becomes a report anyone authorized can pull.
One BQ, one store, one set of plant — see the job costed and controlled end to end, while it is still running.