BIM and 1C Integration: Estimates, Procurement, and KS-2

The developer buys the BIM environment and gets the working part of the workflow: the federated model lives in a common data environment, quantities are calculated from the model, and site control handles photo records and issues. After that, accounting begins, and that is where the workflow breaks. The bill of quantities is exported to Excel, the estimator enters line items manually, procurement lives in its own system, and KS-2 and KS-3 are assembled at month-end from three sources that have already drifted apart.

The gap does not cost licenses, but time and accuracy. The project cost in 1C reflects not the current model, but a version from two or three weeks ago. Plan-vs-actual volume tracking is done manually, so the discrepancy becomes visible only afterward, when the work has already been accepted. Every reissue of the model resets the line-item link between the BOQ and the estimate, and the recalculation has to be done again.

We handle exactly this interface, and we covered the map of CIS and open-source construction software separately in the overview Construction and BIM software in CISThis is a different case: the platforms are already chosen and paid for, and what is needed is a data route between them and 1C.

Estimates and procurement start from design documentation, while construction documents almost always differ in quantities. The gap between design and working documentation is not a designer mistake, but a normal part of the project that must be accounted for in advance, not discovered at month-end.

That is why line-item linking is needed not only between model versions, but also between documentation stages: the system shows the volume delta from design documentation to working documentation for each estimate and contract item. The delta is used to build a corrective estimate, author sheet, or amendment, with the reason for the change, the author, and the date, instead of recalculating the entire project from scratch.

A separate case is closing a negative and a positive change in one act: removed and added quantities pass through a single document, so the contractor does not end up with a month without closure, and the client does not get a gap in plan-vs-actual. To reconcile the negative and the positive, estimate, contract, and actual items must be linked to each other - this is data discipline, not accounting ingenuity.

The chain does not end with the actuals and postings in the accounting system. Next, the estimate must be mapped to the financial codebook, the directory of items in the project's financial model that management uses to track construction cost and project economics.

This gap is just as manual as the one between the BOQ and the estimate. One estimate with mixed work types is assigned in full to a single cost item, the economist rolls dozens of cost items into a few financial model lines, and then afterward figures out who assigned the amount and where.

We close this seam with data: mapping rules for estimate items and cost elements to financial codebook lines, splitting one estimate across multiple lines, and preserving the link between an item and its line when a version is reissued. Then cost is assembled automatically as quantities and closings move through the process, instead of being reconstructed manually at period end.

Tyumen House-Building Company completed a pilot of the Tangl Value cloud system: the generated bill of quantities is loaded into 1C. ComNews publication dated 2024-05-29, source: comnews.ru/content/233431.

On the accounting side, the movement goes the other way. 1C offers 1C: TIM Estimate CORP with digital information model import (solutions.1c.ru/catalog/smetaTIM), and 1C:ERP Construction Organization Management 2 builds a calendar schedule from model data (solutions.1c.ru/catalog/uso2/features).

Both ends of the workflow are ready for exchange; only the middle remains, and we build it:

• mapping rules for a specific customer classifier
• stable item identifiers
• version reissue procedure
• data acceptance in the operational 1C configuration

In a construction planning and control system for a developer in CIS's top five by construction volume, site reporting stopped being monthly: instead of once a month, data started arriving two to three times a week. For a client for whom one day of delay on site costs about 200k RUB, that is the difference between reacting and learning after the fact.

In a materials procurement project for the same class of customer, digitizing the process made advance-payment procurement 4.9 times faster and post-payment procurement 3 times faster. The adjacent task is construction materials procurement automation.

For GK TOCHNO, we launched an MVP single sign-on and service portal for contractors in two months: onboarding an external participant stopped being a multi-week process.