Executive Snapshot

Most construction leaders focus on pricing, estimating, and cost control to protect margins.

But one of the largest hidden profit leaks sits in plain sight:

Sequencing.

Field studies show that poor sequencing can increase total job hours by 12–27%.

That’s not a small inefficiency—it’s a direct hit to margin.

And yet, sequencing is rarely treated as a strategic priority.

The Hidden Cost of Poor Sequencing

When sequencing breaks down:

• Crews wait on incomplete prerequisite work

• Subcontractors arrive out of sync

• Rework increases

• Idle time compounds across trades

• Project timelines stretch unnecessarily

The result?

Higher labour costs.

Lower productivity.

Compressed margins.

This isn’t a field issue.

It’s a system failure.

What High-Performing Firms Do Differently

The most profitable construction companies treat sequencing as profit engineering, not just coordination.

They implement a few disciplined practices:

1. Subcontractor Alignment (24–48 Hours)

Trades are scheduled with tight coordination windows to ensure smooth handoffs and minimal downtime.

2. 3-Week Lookahead Scheduling

A rolling, forward-looking view that identifies bottlenecks before they happen—not after.

3. Prerequisite Task Identification

Every task is mapped against what must be completed before it begins—eliminating surprises on-site.

4. Daily PM–Field Communication

Consistent, structured communication between project managers and field leads to maintain alignment and momentum.

The Outcome

When sequencing is executed with discipline:

• Labour efficiency improves

• Idle time is reduced

• Project timelines compress

• Margins stabilise and expand

Small improvements in sequencing compound into significant profit gains.

CEO Perspective

Most CEOs assume profitability is determined before the job starts.

But execution matters just as much.

Sequencing is not project management.

It is profit engineering.

Closing Thought

If your projects feel slower, more chaotic, or less profitable than they should be,

don’t just look at costs or pricing.

Look at how the work flows.

Because in construction:

Flow drives profit.

To your success,

Stefano Solferini, BSc, MBA

Chairman, Marco Polo Group

🌐 www.marcopologroup.net