About Semac Construction

Established in 1969 as a design and engineering firm, Semac has grown into one of India’s leading EPC companies. Headquartered in Gurugram with a team of over 100 professionals, Semac provides complete one-stop solutions, delivering industrial projects seamlessly from concept to final delivery. One of the biggest projects Semac has delivered is a 650K-square-foot warehouse in Palwal, Haryana, demonstrating its expertise in executing large-scale turnkey developments.

Semac serves clients in the automotive, FMCG, technology, and renewable energy sectors. Its proven ability to deliver projects on time and within budget has earned the trust of industry leaders, including Adani, Volkswagen, Maruti Suzuki, Hindustan Unilever, ITC, PepsiCo, Coca-Cola, Wipro, TCS, Amazon, V-Mart, Hero Electric, and Borosil.

Project Name:

Poly Medicure Limited Facility

Location:

Palwal, Haryana

Project Category:

Industrial / Pharmaceutical Factory

Located in the industrial hub of Palwal, Haryana, this 86,500 sq ft facility for Poly Medicure represents a massive logistical and financial undertaking. With a Total Scope Value of approximately $8Mn and a complex blend of civil, structural, and finishing works, the project team faced the classic construction challenge: “walking on a rope” to balance thin margins against a massive influx of vendor bills and site expenses. This project required orchestrating 60+ internal collaborators to ensure the facility was delivered on time and within the strict budget.

Complexity of the Project

This was not just a construction job; it was a high-volume financial operation. The project faced three distinct challenges that manual methods could not sustain:

Vendor Invoicing: The project involved 190 distinct Vendor Orders totalling ~$4.4Mn+. The team had to process a staggering 1,015 vendor invoices. Without a digital “Maker-Checker” system, verifying this volume manually guaranteed duplicate payments and margin leakage.
Massive Indirect Cost & Compliance Overhead: Unlike typical projects where material is the only cost driver, this site had a massive ~$80K site expense budget, including ~$170K for Labour Compliance and ~$330K for staff deployment. Tracking these “soft costs” is usually where projects bleed cash unnoticed.
High-Velocity Material Management: The site received ~$1.6Mn+ worth of material stock. Managing the inventory flow to ensure the current stock (valued at ~$250K) aligns with physical reality—while construction is 25% complete—required rigorous, daily reconciliation to prevent theft and waste.

How RDash Helped

We deployed Rdash to bring the “Checkers” (Finance/Leadership) closer to the “Makers” (Site Team), ensuring that the massive volume of transactions was audited in real-time

Sorting the Invoices (The 3-Way Match)

The most critical win was digitising the procure-to-pay cycle.

The Challenge: Managing 1,187 Payment Requests from vendors.
The Solution: RDash enforced a strict approval hierarchy. Out of 1,015 invoices uploaded, 994 were approved, and 21 were held back in the pending/check stage.
Impact: This digital gatekeeping ensured that $1.85Mn in approved payments were perfectly reconciled against the $4.25Mn order value. The system successfully flagged discrepancies, preventing overpayment.

Granular Control on Site Expenses

With a site expense budget of ~$770K, “gut feeling” approvals were not an option.

The Solution: We digitised the imprest and expense request flow.
Impact: The system tracked ~$22K in ad-hoc expense requests. Through the approval workflow, only ~$19K was approved. This seemingly small gap represents the “leakage” that RDash catches—unjustified expenses that would have otherwise slipped through.

“4 Levels of Progress” Implementation

We moved beyond simple Gantt charts to a holistic view of the project:

Inventory (Level 1): Real-time tracking of ~$1.42Mn in material inwards.
Activity (Level 2): Managing ~300 Schedule Activities to keep the critical path visible.
Reporting (Level 3): Generating 100+ Daily Progress Reports (DPRs) to keep the client aligned.
Snagging (Level 4): Active quality control with ~35 Snags logged and ~20 already resolved, ensuring the “last mile” of the project doesn’t drag on.

On a project with over 1,000 vendor invoices and a $8Mn scope, Excel sheets are a liability. RDash gave us the ability to process high-volume payments with confidence. We processed $1.8Mn in vendor payments without losing track of a single rupee. It’s not just software; it’s our financial safety net.

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Processing 1,000+ Vendor Invoices with Zero Slippage for an Industrial Project