Construction trades businesses need to maintain tight financial control across every project. As work progresses, jobs, crews, costs, billing, and reporting must remain connected to ensure accurate decision-making and profitability. ERP software like Oracle NetSuite is designed to bring those moving parts into a more connected system, giving a clearer view of financial and operational activity while projects are still underway.
To find out what 458,529 opinions of construction trades business leaders in the US were about Oracle NetSuite for this sector, we utilized AI-driven audience profiling to synthesize insights from online discussions over 12 months, ending on May 18th, 2026, to a high statistical confidence level. Our findings give a broad view of the role connected software can play in helping construction trade businesses manage their work more effectively.
Index
- The biggest financial pain point for 27% of construction trades business leaders is disconnected systems that don’t talk to each other, 6% struggle with compliance and reporting challenges, 4% have difficulty managing subcontractor payments, and 2% battle with an inability to scale finances with business growth
- 17% of construction trades business leaders find OSHA recordkeeping the toughest compliance or regulatory challenge, while 8% cite sales and use tax across multiple states as theirs; however, 23% say they have no challenges currently, and 48% face other hurdles
- 23% of construction trades business leaders find timely and accurate payment processing a challenge when managing subcontractors, but 15% don’t find this much of a challenge and 42% cite other challenges in this area that don’t include insurance certificate tracking
- 13% of construction trades business leaders’ job costing is partially automated with manual adjustments, 2% use manual spreadsheets, 0% are fully automated with ERP systems, and 84% use other options to handle this administration
- Subcontractor costs by project are always tracked by 56% of construction trades business leaders, sometimes by 22%, and never by 5%, while 8% always track estimated vs actual labor costs, 3% equipment utilization costs, and 2% material cost variances
- 45% of construction trades business leaders currently handle change order management using email and paper trails, but 8% use no formal process, 46% rely on other processes, and 0% have a solution that’s fully integrated within their project management or ERP system
- 22% of construction trades business leaders use separate payroll software to manage their payroll for field and office staff, 8% rely on manual processing, 2% outsource this task to a third-party provider, and 1% have an integrated payroll within their ERP; however, 67% utilize other management systems
- 41% of construction trades business leaders recognize revenue on projects by the percentage of completion method, 12% using the completed contract method, and 12%’s accountant handle this process, but 24% are not sure if this is tracked, and 12% use other methods
- 6% of construction trades business leaders are currently using Oracle NetSuite, 31% are using QuickBooks, but 6% are not using it, and 24% are using spreadsheets only, while 3% are not using these sheets at all
- While 32% of construction trades business leaders are somewhat satisfied with their current financial or ERP system, 31% are neutral, and another 31% are somewhat dissatisfied, 3% are also very dissatisfied, and 3% very satisfied
- 27% of construction trades business leaders’ current system handles multi-entry or multi-location management adequately, and 15% does so very well, but 11% manages poorly, and 47% have other opinions on the matter
- Too many disconnected tools and systems is the main reason behind 85% of construction trades business leaders’ interest in a new ERP system, but not a factor for 7%, and just 2%’s interest is driven by rapid growth requiring more scalability, and 1% by alternative factors
- Integration with existing tools and systems is a major concern for 26% of construction trades business leaders when implementing a new ERP system like Oracle NetSuite, while finding the right implementation partner is a smaller concern for 31%, 2% share some concern about high implementation costs, and 33% have other minor, non-specified concerns
- 77% of construction trades business leaders are familiar with Oracle NetSuite as they are currently using it, 9% are very familiar with it as they have evaluated or used it, 9% know the name, and 3% have heard of it, conversely, 3% are not familiar with it at all
- 31% of construction trades business leaders’ budget range for the implementation of a new ERP is between $150,000 and $499,999, 21% can spend $500,000 or more, while 7% are looking at $25,000 to $74,999, and 1% under $25,000, and 5% don’t yet have a budget defined
- CFO’s or controllers are somewhat responsible for ERP purchasing decisions at 31% of construction trades business leaders’ companies, but external consultants or advisors are not really responsible at 39%, and other parties aren’t involved either for 30%
- For 65% of construction trades business leaders, a successful ETP implementation looks like something other than a uniform platform replacing tools, which 4% say is a good sign, real-time visibility into project financials that 4% credit as a success, and seamless payroll and HR integration and better subcontractor management that 6% agree is an indicator of success
- 74% of construction trades business leaders play the role of project manager in their business to some degree, while 3% don’t do so, 12% are operations managers in some capacity, but 3% are not, and 9% fulfill other roles sometimes
- 58% of construction trades business leaders are in the HVAC industry, but 27% say this doesn’t quite describe their sector, 1% are in roofing, and fewer than 1% in electrical, plumbing, and general contracting, concrete or masonry, or carpentry or framing
- 52% of construction trades business leaders have 500 or more employees, 19% between 250 and 499, 8% between 100 and 240 employees, 7% 25 and 99, and 14% fewer than 25 employees
- 36% of leaders construction trades businesses are close to an annual revenue of between $5 million and $24.9 million, and $25 million and $99.9 million, but 50% aren’t quite there yet, and 12% are far from an annual revenue of $500 million or more
- 47% of construction trades leaders’ businesses typically manage between 6-15 projects at one time, 42% manage between 1 and 5 concurrently, 6% 16-30, and another 6% 31-50
- 72% of construction trades leaders’ businesses operate in 2-3 states, 22% in more than 10 states, 4% in 4-6 states, and 1% in 1 state only
- A growing need for unified financial and operational systems
- About the data
What are construction trades business leaders’ biggest financial management pain points?
The biggest financial pain point for 27% of construction trades business leaders is disconnected systems that don’t talk to each other, 6% struggle with compliance and reporting challenges, 4% have difficulty managing subcontractor payments, and 2% battle with an inability to scale finances with business growth
The real finance pressure sits between the systems:
Financial management pain points for construction trades business leaders are spread across several operational areas. The clearest named issue is disconnected systems that don’t talk to each other. While less than 1% of construction trades business leaders describe this as a major pain point, for 27%, it’s somewhat challenging.
The smaller named issues still point to real financial pressure. Compliance and reporting challenges are a major pain point for less than 1%, while 6% find them somewhat challenging. Clean reporting becomes harder when project costs, invoices, payments, and records sit across different systems. Difficulty managing subcontractor payments follows a similar pattern, 4% call it a major pain point, 4% somewhat challenging, and less than 1% not a big issue. Payment timing can still affect job progress, supplier relationships, and cash planning.
Lack of real-time visibility into cash flow is muted, with it not a big issue for 1%, and less than 1% saying it is no problem at all. The issue remains relevant because construction businesses can have money tied up in labor, materials, deposits, retainage, and delayed customer payments at the same time. Inability to scale into business growth is somewhat challenging for 2%, as more jobs, crews, suppliers, and invoices can quickly expose weak systems.
Inaccurate or delayed job costing is a major pain point for less than 1% and somewhat challenging for less than 1%.
Other financial management issues are somewhat challenging for 16%, while for 40%, they’re not a big issue. This points to a broader mix of financial pressures for many construction trades business leaders, such as retainage, vendor terms, tax planning, equipment financing, change orders, or project-specific costs that fall outside standard reporting categories.
Industry guidance reinforces these financial challenges
Industry guidance on financial mistakes construction companies make supports this wider reading. It highlights issues such as late invoicing, missing bank draws, misunderstood job costs, material price changes, undocumented change work, and using money from one project to fund another.
It also notes that late invoicing can stem from weak reporting systems, limited field-to-office communication, or an overworked finance function, which connects directly to the 27% of our audience who see disconnected systems as somewhat challenging.
What compliance or regulatory challenges impact construction trades businesses?
17% of construction trades business leaders find OSHA recordkeeping the toughest compliance or regulatory challenge, while 8% cite sales and use tax across multiple states as theirs; however, 23% say they have no challenges currently, and 48% face other hurdles.
Compliance pressure does not follow one neat path:
Compliance challenges for construction trades businesses are uneven, with some leaders in our audience reporting very little friction and others facing pressures beyond the standard categories. A notable share reports no current pressure in this area, with compliance or regulatory challenges not a big issue for 5%, while 18% see no challenge at all.
OSHA recordkeeping carries the clearest named pressure. 5% of construction trades business leaders call it a major challenge, for 12% it is somewhat challenging, and less than 1% feel it’s not a big issue. In a construction trades business, this is more than paperwork. Safety incidents, injury logs, training records, reporting deadlines, and job-site documentation all need to be accurate and accessible. OSHA’s current penalty schedule also shows why the financial stakes can rise quickly. Serious and other-than-serious violations can carry maximum penalties of $16,550 per violation, while willful or repeated violations can reach $165,514 per violation.
Smaller issues are still a talking point
Sales and use tax across multiple states is more situational, with 2% calling it a major challenge, 6% somewhat challenging, and 2% not a big issue. The difficulty can depend on where a business operates, whether it supplies materials, how it bills labor and materials, and whether it works across state lines. Multi-state or material-heavy work can make tax treatment a recurring accounting concern.
Certified payroll and prevailing wage requirements are very low in the data, with less than 1% calling them a major challenge and less than 1% somewhat challenging. This is likely a specialized burden for businesses involved in government-funded, public-sector, or prevailing wage projects. Workers’ compensation reporting is also limited, with less than 1% calling it a major challenge.
The dominant finding sits outside the named data parameters. 15% consider other compliance or regulatory issues a major challenge, while 33% say they are somewhat challenging, and 1% not a big issue. These pressures could include licensing, permits, insurance documentation, inspections, environmental rules, subcontractor paperwork, union requirements, lien-related documents, or client-specific compliance demands.
What are construction trades business leaders’ biggest challenges in managing subcontractors?
23% of construction trades business leaders find timely and accurate payment processing a challenge when managing subcontractors, but 15% don’t find this much of a challenge, and 42% cite other challenges in this area that don’t include insurance certificate tracking
The real challenge starts after the subcontractor is on the job:
Managing subcontractors is a broader coordination issue rather than a challenge centered on one admin task. Timely and accurate payment processing is the most commonly named concern, with 2% of construction trades business leaders calling it a major challenge, 21% that it’s somewhat challenging, and 15% not much of a challenge. Payment affects trust, approvals, billing, cash planning, and job progress, so even a disputed or delayed payment can create friction when the next phase of work needs to begin.
Insurance certificate tracking received no opinions. This may mean it was not top of mind for our audience, or that certificate tracking is handled inside a wider subcontractor onboarding or compliance process. In practice, insurance documents may only become visible when they expire, go missing, or hold up a job requirement.
42% of construction trades business leaders find other subcontractor management issues somewhat challenging, while 19% say other issues are not much of a challenge. These challenges could include subcontractor availability, scheduling clashes, unclear scopes of work, change approvals, communication gaps, lien waivers, quality control, site access, document collection, or coordinating several trades on the same project.
How do construction trades businesses currently handle job costing?
13% of construction trades business leaders’ job costing is partially automated with manual adjustments, 2% use manual spreadsheets, 0% are fully automated with ERP systems, and 84% use other options to handle this administration
Job costs need a clearer live view:
Job costing sits in a messy middle for construction trades businesses. For 13% of construction trades business leaders, the process is partially automated with manual adjustments. Software may capture estimates, invoices, purchase data, or labor inputs, while someone still has to adjust for change orders, delayed subcontractor costs, site conditions, or material price movement.
Only 2% handle job costing mostly manually using spreadsheets. The low figure may indicate that spreadsheet-led costing has become too limited for the way construction trades businesses now operate. Job costing has to account for estimates, labor, subcontractor costs, equipment, change orders, invoices, and project updates, so many businesses may already be using wider workflows, even if those workflows are not fully connected.
Alternative job costing methods stand out
None of our audience has a fully automated job costing within their ERP or software. In a sector where project profitability depends on live cost visibility, 0% full automation points to a clear gap between collecting cost information and having a connected view of margin.
84% currently handle job costing in other ways. In practice, estimates may be built one way, live costs checked another way, and final profitability reviewed only after invoices, subcontractor bills, change orders, and labor costs have been pulled together. The issue is whether the business has one reliable view of project margin while the job is still active.
Which project financial metrics do construction trades business leaders track?
Subcontractor costs by project are always tracked by 56% of construction trades business leaders, sometimes by 22%, and never by 5%, while 8% always track estimated vs actual labor costs, 3% equipment utilization costs, and 2% material cost variances
The most visible costs get the closest attention:
Project financial tracking is strongest where costs are easiest to connect directly to a job. Subcontractor costs by project are the clear priority, with 56% of construction trades business leaders always tracking them, 22% sometimes tracking them, and 5% never tracking them. Subcontractor costs are usually tied to quotes, invoices, scopes of work, payment applications, or agreed milestones, making them easier to trace back to a specific job and its margin.
The wider cost environment makes that visibility more important. According to Producer Price Index data, inputs to construction had risen 43.5% since February 2020 by January 2026. Against that backdrop, project-level cost tracking becomes a margin protection exercise. When baseline input costs have moved so sharply, businesses need to know which jobs are absorbing higher costs, which estimates are still holding, and where project profitability may be drifting.
The overlooked metrics that influence job performance
Estimated vs. actual labor costs are much less consistently tracked, with 8% always tracking them, less than 1% sometimes tracking them, and 2% rarely tracking them. This is an important gap because extra labor can build up through rework, access delays, waiting time, or scope changes, then quietly erode profit if reviewed only after the job is complete.
Equipment utilization costs are always tracked by 2%, which may make this metric more relevant to businesses with significant owned equipment, vehicles, machinery, or specialized tools. In other construction trades businesses, equipment costs may be built into pricing, treated as overhead, or tracked only when a job requires rental or unusually heavy use.
Revenue recognition by project phase is always tracked by less than 1%. This is a more finance-led metric, so it may be less common among businesses with shorter jobs or simpler billing structures. It becomes more important when work is billed by milestone, progress, or contract phase.
How do construction trades businesses handle change order management?
45% of construction trades business leaders currently handle change order management using email and paper trails, but 8% use no formal process, 46% rely on other processes, and 0% have a solution that’s fully integrated within their project management or ERP system
Change orders are being managed, but not always connected:
Change order management is one of the more fragmented workflows for construction trades business leaders. 45% manage change orders manually through email and paper, which can separate approvals, revised scope, pricing, and supporting documents.
8% have no formal change order process. This carries risk because change orders are closely tied to margin, timing, customer expectations, and payment. Informal handling may feel quick during the job, but it can create problems when extra labor, materials, subcontractor work, or schedule changes need to be justified later.
No one in our audience says change order management is fully integrated within their project management or ERP system. 0% full integration points to a gap between field changes and financial control.
However, 46% handle change order management in other ways. This may mean the process depends on who identifies the change, who approves the extra work, how pricing is agreed, and whether the customer, subcontractor, and finance team all see the same version.
How do construction trades businesses manage payroll for field and office staff?
22% of construction trades business leaders use separate payroll software to manage their payroll for field and office staff, 8% rely on manual processing, 2% outsource this task to a third-party provider, and 1% have an integrated payroll within their ERP; however, 67% utilize other management systems
Payroll sits closer to the job than it may appear:
Payroll management looks fairly scattered across construction trades businesses, with very little sign of payroll being fully tied into ERP. 22% of construction trades business leaders use separate payroll software, such as ADP or Paychex. Specialist payroll platforms can be useful for pay runs, deductions, taxes, and employee records, but payroll data still needs to connect back to jobs, crews, overtime, and project costs if leaders want a clear view of labor performance.
Manual processing accounts for 8%. Construction payroll can involve field hours, office salaries, overtime, travel time, crew changes, job codes, and approvals from different locations. Manual payroll has several drawbacks, including greater risk of errors, more admin time, weaker reporting, and harder-to-manage employee records.
The challenge of connecting payroll to project performance
Only 2% outsource payroll to a third-party provider. Outsourcing can reduce admin, but payroll information still needs to find its way back into project reporting. Payroll becomes more useful when it helps explain where labor time is going, how costs are building, and which jobs are absorbing more staff time than expected.
Integrated payroll within ERP is rare, with just 1% using that approach. Labor is one of the most important project cost inputs, so payroll sitting outside the wider financial system can leave leaders waiting for reports, exports, or manual updates before they can see how labor is affecting job profitability.
The largest share, 67%, manages payroll in other ways. This may point less to one software choice and more to how payroll changes across worker types and workflows.
How do construction trades businesses recognize revenue on construction projects?
41% of construction trades business leaders recognize revenue on projects by the percentage of completion method, 12% using the completed contract method, and 12%’s accountant handles this process, but 24% are not sure if this is tracked, and 12% use other methods
Revenue timing depends on more than the invoice:
Under the Financial Accounting Standards Board’s ASC 606 standard, US construction trades businesses generally recognize revenue in one of two ways. They either recognize it over time as the project progresses using the percentage of completion method, or at a point in time when the project has been fulfilled using the completed contract method.
In our data, 41% of construction trades business leaders use the percentage of completion method. This fits the over-time approach under ASC 606 because revenue is tied to project progress rather than final completion. It also depends on reliable cost tracking, billing data, and visibility into how much work has been completed.
Another 12% use the completed contract method, where revenue is recognized when the project is fulfilled. This fits the point-in-time approach and can work well for shorter jobs, simpler contracts, or projects where completion is the cleanest financial milestone.
Formal and informal accounting processes in use
A further 24% are not sure or do not formally track revenue recognition. This separates invoicing from financial understanding. A business may know what has been billed or collected while still lacking a clear view of earned revenue, work in progress, and margin timing.
12%’s accountants handle this. The technical accounting may be covered, but revenue recognition can still sit outside daily project decisions if leaders only see the treatment later.
The remaining 12% recognize revenue in other ways. This could include milestone billing, progress billing, deposits, time-and-materials work, maintenance contracts, or project-specific arrangements, depending on the contract, duration, billing structure, and customer expectation.
What financial management software or ERP system are construction trades business leaders using?
6% of construction trades business leaders are currently using Oracle NetSuite, 31% are using QuickBooks, but 6% are not using it, and 24% are using spreadsheets only, while 3% are not using these sheets at all
Familiar tools can only carry so much:
Financial management software use sits between familiar accounting tools, spreadsheet reliance, and early-stage ERP adoption. QuickBooks has a clear place in the data, with 13% of construction trades business leaders definitely using it, and 18% currently using it. Another 4% are not really using it, while 2% are not using it at all.
Spreadsheets only also remain visible, with 1% definitely using them and 23% currently using them. At the same time, 24% are not really using spreadsheets only, and 3% are not using them at all. This split points to businesses still relying on spreadsheets in some form, while many move beyond spreadsheet-only control. The concern is not just version control, manual errors, or delayed updates. Spreadsheet files can also harbor malicious macros or executable code that may download malware or trigger phishing attacks when enabled, creating operational and security exposure when files move between teams, accountants, and vendors.
Low adoption rates for Microsoft
Microsoft Dynamics has very limited visibility in the data, with less than 1% definitely using it, less than 1% currently using it, and less than 1% not really using it. No formal system is also low, with less than 1% currently using it, less than 1% not really using it, and less than 1% not using it at all. The issue is less about businesses having no tools and more about whether the tools they use connect accounting, projects, payroll, purchasing, reporting, and job-level profitability.
Other, Viewpoint Vista, and Sage 100/300 received no opinions. Viewpoint Vista and Sage 100/300 are recognizable in construction accounting and ERP conversations, so their absence makes the software picture feel less like a construction-ERP shortlist and more like a split between everyday accounting systems, spreadsheets, and limited broader ERP use.
Are construction trades business leaders satisfied with their financial management or ERP system?
While 32% of construction trades business leaders are somewhat satisfied with their current financial or ERP system, 31% are neutral, and another 31% are somewhat dissatisfied, 3% are also very dissatisfied, and 3% very satisfied
Usable systems are not always strong systems:
Satisfaction with current financial management or ERP systems sits in a narrow middle band. 32% of construction trades business leaders are somewhat satisfied, suggesting their systems likely handle basic tasks such as invoicing, expenses, payroll inputs, and reporting. “Somewhat” still leaves room for frustration around project visibility, manual work, or disconnected data.
Another 31% are neutral. These systems may be familiar and functional, but not strong enough to actively improve decision-making. In construction trades, a neutral system may keep the accounts moving while still leaving leaders to chase job costs, change orders, subcontractor payments, or cash flow updates elsewhere.
The 31% who are somewhat dissatisfied show almost the same level of feeling in the opposite direction, with a large group likely dealing with clear friction, even if their systems have not completely failed them.
The 3% who are very dissatisfied may be dealing with slow reporting, disconnected job costs, too much manual reconciliation, or poor visibility across payroll, projects, billing, and cash flow. The 3% who are very satisfied are likely getting the opposite experience, with a setup that feels reliable, easy to use, and close enough to the work to support day-to-day decisions.
How do systems handle multi-entity or multi-location management for construction trades businesses?
27% of construction trades business leaders’ current system handles multi-entry or multi-location management adequately, and 15% does so very well, but 11% manages poorly, and 47% have other opinions on the matter:
Multi-entity and multi-location management works best when reporting is already well structured, but many businesses still rely on manual cleanup. 27% of construction trades business leaders’ systems handle this adequately, but require manual reconciliation.
15%’s systems handle multi-entity or multi-location management very well and are fully consolidated. These businesses may have a more mature setup, where leaders can compare performance across locations or entities without waiting for manual reports to be cleaned up first.
The 11% whose systems handle this poorly are dealing with a more serious visibility problem. When different parts of the business are hard to compare, leaders may struggle to see which location is profitable, where cash is tied up, how shared costs are allocated, or whether one entity is carrying pressure from another.
47% of construction trades business leaders’ current systems handle multi-entity or multi-location management in other ways. Some may have one legal entity but several job sites, crews, or service areas. Others may report by branch, manager, region, customer type, or project rather than by entity alone. The real challenge is making financial reporting match how the business actually operates.
What drives construction trades business leaders’ interest in a new ERP system?
Too many disconnected tools and systems is the main reason behind 85% of construction trades business leaders’ interest in a new ERP system, but not a factor for 7%, and just 2%’s interest is driven by rapid growth requiring more scalability, and 1% by alternative factors
The ERP conversation starts with scattered systems:
With approximately 85% of U.S. businesses with 50 or more employees using some form of enterprise software or ERP system to coordinate daily operations, interest in ERP among construction trades business leaders sits within a wider business software trend.
Too many disconnected tools and systems are the clearest driver. 32% call this a major factor, 34% somewhat important, 19% a minor influence, and 7% say it is not a factor. When finance, payroll, job costing, project updates, purchasing, approvals, and reporting sit in different places, leaders may spend more time piecing together what is happening than acting on the numbers.
ERP demand reflects day-to-day business challenges rather than compliance pressure
Rapid business growth requiring more scalability is lower, with 2% calling it a major factor and less than 1% saying it is somewhat important. Growth may still be relevant, but the stronger pressure comes from whether the current setup can support the work already happening.
Current software vendor end-of-life carries little weight: fewer than 1% say it’s somewhat important, and fewer than 1% not a factor. ERP interest, therefore, feels less like a forced replacement cycle and more like a response to everyday system strain.
The desire to automate manual processes is also low, with less than 1% calling it a major factor, less than 1% somewhat important, and less than 1% calling it a minor influence. Construction trades business leaders may be more focused on connection and control than automation as a standalone benefit.
1% of our audience finds other factors somewhat important. These could include pressure from investors, leadership changes, new reporting expectations, customer requirements, or a need to standardize processes after years of adding tools one by one. Difficulty with compliance and reporting is not a factor for less than 1%, which separates ERP interest from pure regulatory pressure. The stronger need is a system that helps the business run more cleanly day to day.
What is construction trades business leaders’ biggest concern in implementing a new ERP system like Oracle NetSuite?
Integration with existing tools and systems is a major concern for 26% of construction trades business leaders when implementing a new ERP system like Oracle NetSuite, while finding the right implementation partner is a smaller concern for 31%, 2% share some concern about high implementation costs, and 33% have other minor non-specified concerns
ERP concerns are less about buying software and more about making it work:
Implementation concerns are centered on fit and rollout rather than cost alone. Integration with existing tools and systems carries the clearest operational concern, with 4% of construction trades business leaders calling it a major concern and 22% some concern. Typical NetSuite implementations for construction companies can take 3 to 12 months, depending on the modules deployed and the degree of customization required.
Finding the right implementation partner is also front of mind, with 16% saying it is some concern and 15% calling it a minor concern. ERP implementation involves decisions about workflows, reporting, permissions, training, integrations, and which parts of the business move first. A good partner can help turn those decisions into a rollout that fits how construction trades businesses actually operate.
Other concerns also carry weight, with 21% having some concern, 12% calling them a minor concern, and 2% saying they’re not concerned. These could include internal capacity, leadership alignment, data quality, timeline uncertainty, fear of losing familiar processes, or whether the new system will feel usable for office and field teams.
Cost, data migration, and implementation challenges raise minimal concerns
Cost is less prominent than implementation fit. High upfront implementation cost is a major concern for less than 1%, and some concern for 2%, while ongoing subscription and support costs are some concern for less than 1%. The hesitation may be less about price alone and more about whether the system will be implemented well enough to justify the investment.
Data migration complexity is also limited, with less than 1% voicing some concern and 1% minor concern. This may feel like a technical task leaders expect an implementation team to handle, rather than the issue most likely to drive the decision.
Staff adoption and training challenges are a major concern for 2%. A new ERP only works if finance teams, managers, and project-facing staff use it consistently. Training is about more than knowing where to click. Teams need enough trust in the system to stop falling back on spreadsheets, inboxes, or old approval habits.
Disruption to ongoing operations during rollout is some concern for 1%. ERP implementation has to happen while payroll still runs, invoices still go out, purchase orders still need approval, and project teams still need reliable cost information.
Are construction trades business leaders familiar with Oracle NetSuite’s construction industry capabilities?
77% of construction trades business leaders are familiar with Oracle NetSuite as they are currently using it, 9% are very familiar with it as they have evaluated or used it, 9% know the name, and 3% have heard of it, conversely, 3% are not familiar with it at all
Awareness is high, but depth varies:
Oracle NetSuite has a strong existing role among construction trades business leaders, with 77% currently using it. Its relevance comes from the way construction finance cuts across connected workflows such as project reporting, job costing, procurement, revenue recognition, multi-entity management, and financial visibility.
Another 9% are very familiar and have evaluated or used it. This group may have explored NetSuite through demos, past roles, vendor discussions, or implementation planning, giving them a clearer view of where it could fit.
A further 9% are slightly familiar and know the name only, while 3% are somewhat familiar and have heard of it, and another 3% are not familiar at all. The small size of the unfamiliar group gives NetSuite a clear foothold among construction trades business leaders. The remaining gap is mainly between basic name recognition and a deeper understanding of what the platform can provide.
What are construction trades business leaders’ budgets for a new ERP implementation?
31% of construction trades business leaders’ budget range for the implementation of a new ERP is between $150,000 and $499,999, 21% can spend $500,000 or more, while 7% are looking at $25,000 to $74,999 and 1% under $25,000, and 5% don’t yet have a budget defined
ERP budgets are landing in serious investment territory:
Anticipated budgets for a new ERP implementation make more sense when viewed against the cost range of NetSuite itself. Small businesses with 1 to 15 users typically pay $25,000 to $50,000 in total per year, mid-market companies spend $60,000 to $170,000 per year, and enterprise deployments start at $175,000 and can climb past $250,000 annually. Against that backdrop, the strongest budget signals in our data sit closer to mid-market and enterprise-level investment than entry-level software spend.
The $150,000 to $499,999 range has the strongest pull, with 31% of construction trades business leaders in our audience saying it could be their range, and only 3% it is unlikely. This fits businesses planning more than a basic setup, especially if they need implementation support, reporting, integrations, training, and multiple connected workflows.
The $500,000 or more range also carries weight. For 21%, it could be their range, while for 18%, it’s unlikely, and 2% not their range. Larger rollouts may make sense for companies with more users, entities, locations, modules, customization, or integration needs, while that level of spend may feel too high for businesses planning a narrower project.
Lower budgets in the lower percentile
Lower ranges are more limited. $75,000 to $149,999 could be the range for 4% and is unlikely for 1%, which may suit a more focused rollout. The $25,000 to $74,999 range is definitely the range for 1%, could be the range for 6%, and is not the range for 1%, suggesting a smaller group may be thinking in terms of limited users, lighter configuration, or a narrower project scope.
Under $25,000 is less aligned with typical NetSuite cost ranges, with 1% saying it could be their range, 1% it is unlikely, and 4% not their range. A full ERP rollout at that level may be difficult unless the scope is very limited.
Lastly, 5% don’t yet have a budget defined. This small group seems to be looking at ERP through a more defined budget lens, rather than treating cost as completely open-ended.
Who is responsible for ERP purchasing decisions at construction trades businesses?
CFO’s or controllers are somewhat responsible for ERP purchasing decisions at 31% of construction trades business leaders’ companies, but external consultants or advisors are not really responsible at 39%, and other parties aren’t involved either for 30%
Finance has the clearest seat at the table:
ERP purchasing decisions sit closer to internal finance leadership than outside advice. For 31% of construction trades business leaders, the CFO or Controller is somewhat responsible, which makes sense because ERP affects accounting structure, reporting, cash flow visibility, job costing, payroll, purchasing, and financial control.
External consultants or advisors are not really responsible for 39%. They may still support evaluation, scoping, or implementation, but the purchasing decision does not appear to be led from outside the business.
Another 30% say other roles are not really responsible. This narrows the picture. ERP may involve owners, operations leaders, IT, or office managers, but this data points to finance as the role most closely connected to the buying decision.
What is considered a successful ERP implementation for construction trades business leaders?
For 65% of construction trades business leaders, a successful ETP implementation looks like something other than a uniform platform replacing tools, which 4% say is a good sign, real-time visibility into project financials that 4% credit as a success, and seamless payroll and HR integration and better subcontractor management that 6% agree is an indicator of success
ERP success depends on fit in the field:
A successful ERP implementation means more than switching on a standard set of features. A unified platform replacing multiple tools is absolutely essential for less than 1% of construction trades business leaders, a good sign for 4%, and not a big factor for 9%.
Real-time visibility into project financials is absolutely essential for 3% and a good sign for 1%. Even at a modest level, this remains an important success marker because project financial visibility connects directly to margins, billing, labor costs, subcontractor spend, and cash flow.
Scalability to support business growth is absolutely essential for 3% and a good sign for less than 1%. Growth-ready ERP becomes more valuable when a business expects more jobs, users, locations, entities, or reporting complexity.
Seamless payroll and HR integration is a good sign for 3% and not a big factor for less than 1%. Payroll may not be the headline measure here, but it still carries value when labor costs need to connect back to jobs, overtime, compliance, and financial reporting.
Better subcontractor and vendor management is a good sign for 3%. Vendor records, subcontractor approvals, payment timing, certificates, and project costs all affect how smoothly work moves.
Reduced manual data entry and errors is a good sign for less than 1%, while faster month-end close is not a big factor for less than 1%. These are familiar ERP benefits, but this audience seems more focused on whether the system supports daily decisions and keeps the business financially clear.
The largest group sits outside the named options, with 22% of construction trades business leaders agreeing other success factors are absolutely essential, 43% stating other factors are a good sign, and 6% saying they’re not a big factor. Those measures could include easier adoption, cleaner reporting, stronger job-level decision-making, better cash flow control, fewer workarounds, or confidence that the system fits how the business actually operates.
What is the primary role of construction trades business leaders in their business?
74% of construction trades business leaders play the role of project manager in their business to some degree, while 3% don’t do so, 12% are operations managers in some capacity, but 3% are not, and 9% fulfill other roles sometimes
ERP priorities start where work gets managed:
The primary role mix among construction trades business leaders helps explain why project-level visibility carries so much weight in ERP discussions. For 6% of construction trades business leaders, Project Manager is absolutely their main role, 53% mostly do this, 15% do this sometimes, and for 3% it’s not their main role. Project managers sit close to the daily pressures ERP systems need to support, including timelines, crews, subcontractors, change orders, site updates, customer expectations, and project costs.
Operations Manager is present, but less central. Less than 1% say it is absolutely their main role, while 8% mostly do this, 4% do this sometimes, and 3% say it is not their main role. Operational responsibility still has a role to play, especially around scheduling, approvals, purchasing, resource planning, and reporting, but the data leans more heavily toward project-level work.
Another 9% sometimes work in other roles. This may point to leaders wearing several hats, such as estimating, finance, customer management, business development, office administration, or ownership duties alongside project delivery.
Which construction trade describes the leaders’ business?
58% of construction trades business leaders are in the HVAC industry, but 27% say this doesn’t quite describe their sector, 1% are in roofing, and fewer than 1% in electrical, plumbing, and general contracting, concrete or masonry, or carpentry or framing
Service-heavy construction work needs tighter financial control:
The trade mix among our audience leans strongly toward HVAC and related service work. HVAC is a perfect match for 19%, a good fit for 39%, not quite right for 20%, and does not fit at all for 7%. With 118,433 heating and air conditioning contractors in the U.S. in 2025, this is a large and active part of the construction trades market. HVAC also shows why ERP fit depends so heavily on field coordination, with service calls, installations, maintenance contracts, technician schedules, parts, warranties, job costing, and billing all moving at once.
Electrical is a much smaller fit, with less than 1% a perfect match, good fit, or not quite right. Even so, electrical work still shows why connected financial systems are useful. Roofing is also limited, with less than 1% a perfect match, 1% is a good fit, and less than 1% not quite right. Plumbing has less than 1% a perfect match, less than 1% a good fit, and less than 1% not quite right.
General contracting is also lightly represented, with less than 1% a perfect match and less than 1% a good fit. Concrete and masonry only register through less than 1% not quite right, while carpentry and framing received no opinions. For another 3%, other trades are a good fit, while 6% say other trades are not quite right. This may point to specialty or mixed-service businesses that do not sit neatly in one category.
How many employees do construction trades businesses currently have?
52% of construction trades business leaders have 500 or more employees, 19% between 250 and 499, 8% between 100 and 240 employees, 7% 25-99, and 14% fewer than 25 employees
Scale brings more pressure into the system:
Employee count helps explain why ERP needs can vary so widely across construction trades businesses. In the United States, companies with 500 or more employees are generally treated as large businesses under the U.S. Small Business Administration (SBA) benchmark used for federal contracting and regulatory purposes. The benchmark is useful here because 52% of construction trades business leaders’ organizations have 500 or more employees.
Another 19% have 250 to 499 employees, putting them close to large-business scale.
The 100 to 249 employee group accounts for 8%, and a further 7% have 25-99 employees. The 14% with fewer than 25 employees may need a lighter setup, but small does not always mean simple. Several active jobs can still create pressure around job costing, billing, scheduling, and cash flow.
What is the annual revenue of construction trades businesses?
36% of leaders’ construction trades businesses are close to an annual revenue of between $5 million and $24.9 million, and $25 million and $99.9 million, but 50% aren’t quite there yet, and 12% are far from an annual revenue of $500 million or more
Revenue bands point to growing complexity:
The construction industry employed 9 million workers in 2025, providing useful context for the sector’s size and economic weight. Within our data, the revenue picture seems concentrated around mid-market bands rather than the very top end of the market.
The $25 million to $99.9 million range accounts for 18% of construction trades business leaders, while 25% are not quite there. This suggests a group approaching larger operating complexity, where finance teams may need stronger reporting, tighter cost control, and clearer visibility across jobs, payroll, purchasing, and cash flow.
The $5 million to $24.9 million range follows the same pattern, with 18% close to that range and 25% not quite there. The $500 million or more range sits further away, with 12% far from that. The data is less about very large enterprise revenue and more about construction trades businesses that may need better financial structure, while still requiring any system investment to fit their current operating stage.
How many active projects do construction trades businesses manage at one time?
47% of construction trades leaders’ businesses typically manage between 6-15 projects at one time, 42% manage between 1 and 5 concurrently, 6% 16-30, and another 6% 31-50
Active projects multiply the moving parts:
Project volume gives useful context for why construction trades businesses need strong visibility across jobs, costs, teams, and timelines. 47% of construction trades business leaders in our audience typically manage 6 to 15 active projects at one time, and another 42% manage 1 to 5 active projects.
The higher project bands are smaller, with 6% managing 16 to 30 active projects and another 6% managing 31 to 50. At those levels, manual tracking becomes harder to sustain because delays, cost changes, billing issues, and approval gaps can spread across many jobs at once.
How many states do construction trades businesses operate in?
72% of construction trades leaders’ businesses operate in 2-3 states, 22% in more than 10 states, 4% in 4-6 states, and 1% in 1 state only
State lines add more than distance:
A multi-state footprint can add complexity before a business becomes national. 72% of construction trades business leaders operate in 2 to 3 states, which means many are dealing with cross-state differences while still running businesses that may feel regional day to day.
Another 22% operate in more than 10 states. At that level, consistency becomes the harder task. Leaders may need to compare performance across locations, track payroll and compliance differences, manage vendor relationships, and keep project finances clear across several states at once.
4% operate in 4 to 6 states, which may point to businesses sitting between regional operations and broader expansion. These companies may already need more standardized reporting, job costing, approvals, and financial controls before the business stretches further.
Only 1% operate in 1 state, while 0% operate in 7 to 10 states. A single-state model may suit businesses with a tightly defined service area, local crews, established supplier relationships, and state-specific requirements. The absence of a 7 to 10 state group may also hint at a difficult expansion stage, where a business is too spread out for a simple regional model but has not yet built the structure needed for a wider multi-region operation.
A growing need for unified financial and operational systems
This analysis of 458,529 opinions of construction trades business leaders offers a clear window into how these businesses are thinking about ERP, financial control, and connected operations. Across the findings, the same theme keeps coming through. Construction trades businesses need systems that help link project activity, costs, people, billing, reporting, compliance, and decision-making.
Oracle NetSuite brings that broader need back to a single central point. When construction trades businesses connect financial and operational data in a single system, leaders get a clearer view of what is happening across jobs, teams, locations, and margins. Stronger visibility can make ERP less about replacing software and more about giving the business a better way to manage the work itself.
About the data
Sourced using Artios from an independent sample of 458,529 opinions of construction trades business leaders in the USA across X, Quora, Reddit, Bluesky, TikTok, and Threads. Responses are collected within a 95% confidence interval and 5% margin of error. Results are derived from what people describe online, from opinions expressed, and not actual questions answered by people in the sample.
