Chris Fisher of Ducker Carlisle outlines how smart positioning and specialization will define winners

To begin, could you share details of your career history and how you came to be in your current position?

I’ve spent over 30 years in the global construction and industrial sectors, working both in consulting and on the operating side in corporate development for multinational corporations. Today, I lead Ducker Carlisle’s Global Building and Construction practice, where we help corporate executives and private equity firms grow, improve, and advance their businesses.

After two years of tightening conditions, your latest outlook suggests the US construction market is finding its floor. What signals are you seeing that indicate the downturn is nearing its end?

The most important signal is the Federal Reserve’s decision to cut its benchmark rate and signal the potential for further reductions in 2026. Combined with improving economic conditions, this will lift sentiment among builders and consumers. We’re also seeing steady investment and project planning in data centers and reindustrialized light manufacturing tied to Al growth and domestic trade policy. In addition, commercial occupancy levels and business cashflows are improving; two reliable indicators of future investment.

You forecast a housing rebound by early to mid-2026. What factors will drive that recovery, and how quickly do you expect builders to regain momentum once interest rates begin to ease?

There’s pent-up demand among both move-up and first-time buyers waiting for mortgage rates to drop below six percent. Historically, it takes two or more quarters for rate cuts to translate into lower mortgage rates that stick. We anticipate further reductions ahead, which should drive renewed momentum in housing later in 2026. Southern states are expected to capture nearly half of all national construction spending by 2029.

What’s behind this regional strength, and how should contractors and suppliers be positioning themselves to take advantage?

The South continues to lead due to strong population growth, housing demand, and employment levels. Developers are drawn by available land, business-friendly tax policies, and a longer construction season. The best way to grow is to follow growth, contractors should be rebalancing geographic capabilities and positioning themselves where demand is strongest.

Nonresidential construction is showing resilience, particularly in data centers, healthcare, and lodging. What distinguishes these sectors from others in terms of growth potential and investment appeal?

Each sector has unique demand drivers. Data centers are fueled by Al and the race among tech firms to expand processing capacity at scale. Healthcare construction remains strong given its share of national GDP and the need for diverse facility types, from hospitals to outpatient centers. Lodging, while cyclical, is benefitting from rising consumer spending on travel and experiences, particularly among younger, experience-driven demographics.

Data center construction alone is projected to exceed $50 billion by 2029. How is this surge reshaping demand for materials, labor, and project delivery models?

Data centers have highly specialized requirements; structural, thermal, and electrical that not every contractor can meet. We’re seeing firms create dedicated teams focused solely on data center projects, following investor demand nationwide. This specialization has tightened labor availability and extended lead times for traditional projects, opening new opportunities for contractors serving adjacent sectors.

Labor shortages and cost inflation continue to pressure margins. How are contractors leveraging Al-driven bidding, off-site manufacturing, and other innovations to stay competitive?

Leading contractors are using Al to identify and bid on the right projects faster, manage labor allocation, and improve conversion rates. Many are also investing in off-site manufacturing and modular assembly to improve predictability and reduce labor intensity. Were seeing more collaboration and partnership models across project types and regions, as firms experiment with outsourcing and self-perform strategies. in trades like electrical, HVAC, and building envelope, some contractors are capturing more value through prefabrication, bundled services, and light fabrication.

When it comes to supply chain efficiency, what trends are you seeing around value-add distribution, and how might this change relationships between manufacturers, distributors, and contractors?

The professional contractor channel is being reshaped by well-capitalized players like Home Depot, Lowe’s, and OXO, who are using technology and scale to drive productivity and simplify procurement. At the same time, tariffs have shifted sourcing dynamics, creating opportunities for domestic manufacturers and distributors to take on more of the acquisition, assembly, and supply functions traditionally handled overseas.

As the market transitions from contraction to gradual growth, what risks should construction leaders keep top of mind?

Construction leaders should focus on disciplined execution and service quality, resisting the urge to overextend in pursuit of short-term gains, Growth without process and people readiness can undermine long-term performance, Clients have long memories, and firms that consistently deliver quality, meet deadlines, and communicate effectively are the ones that secure repeat business.

How is investor sentiment evolving around the construction and building products sector, and what does that mean for M&A activity or capital investment over the next few years?

Investor interest is strong. Private equity is now focused on contractor service platforms after years of consolidation in distribution. The sector benefits from multiple growth drivers-underbuilt housing, reindustrialization, and long-term infrastructure spending. These fundamentals make construction one of the more attractive segments for capital investment over the next cycle.

Looking toward 2029, what defines success for the construction firms that emerge strongest from this cycle 

Like past cycles, we typically see the high performers have invested and optimized their business to build advantage or strong competencies which include:

• – Sticky customer relationships and strong customer value propositions
• – Consistent execution and quality of offering or experience – reliability and consistency are key
• – Demonstrated capabilities to form partnerships and innovate across investment, design, supply and installation.
• – A business doesn’t have to own or control all aspects to form valuable, committed partnerships
• – Al and technology enabled execution will be particularly important
• – Ability to pursue and adjust business mix across regions, project types, product segments and value chains.

Agility and collaboration will define the next generation of construction leaders.

Source URL : https://magazine.construction-today.com/construction-today-vol-22-issue-6/0565720001764588820

12. 03. 25

By: Valérie Collet

French executives from PSA were numerous in Carlos Tavares’ inner circle. Since Antonio Filosa took the helm, former Fiat Chrysler executives have been setting the pace.

See Original Version In French

See Original Version In French

Les dirigeants français issus de PSA étaient nombreux au sein de la garde rapprochée de Carlos Tavares. Depuis l’arrivée d’Antonio Filosa aux commandes, les ex-Fiat Chrysler donnent le tempo.

Où sont passés les «frenchies» de Stellantis ? Au fil des remaniements du comité exécutif du groupe, désormais piloté par Antonio Filosa, « vétéran » de feu l’américano-italien Fiat Chrysler, les ex-PSA sont devenus des spécimens rares. Le casting de l’équipe de management a d’abord été revu en février, puis en juin, en octobre et même en novembre pour la région Europe élargie. Plusieurs figures de l’équipe de Carlos Tavares, maintenues dans un premier temps par John Elkann lorsqu’il était directeur général (DG) intérimaire, ont depuis été effacées de la photo de famille. Exit Maxime Picat, le patron des achats, Yves Bonnefont, celui de la division logicielle, Brigitte Courtehoux, la chef des nouvelles mobilités, Olivier Bourges en charge de l’expérience client, Arnaud Deboeuf, le patron des opérations industrielles… Seuls quelques-uns ont été épargnés comme Grégoire Olivier, responsable de la région Chine et Asie Pacifique, Sébastien Jacquet, en charge de la qualité, ou même le DRH, Xavier Chéreau, toujours aux manettes.

Moins de six mois après l’arrivée du nouveau DG, la « leadership team Stellantis » est désormais dominée par des ex-Fiat Chrysler : sur les quatorze membres de ce comité exécutif, huit sont issus de Fiat Chrysler, quatre de PSA et deux sont des outsiders. Sous l’ère du précédent patron Carlos Tavares, les anciens de PSA étaient à l’inverse en supériorité numérique. En janvier 2021, sur les 43 dirigeants de Stellantis, 25 venaient de PSA. Ce qui suscitait la critique des équipes américaines et italiennes : l’état-major du dirigeant portugais était décrit comme une armada de « Yesmen » – des béni-oui-oui. Assiste-t-on aujourd’hui à un retour de balancier au profit de Fiat Chrysler et d’Exor, le holding familial des Agnelli (15,9% du capital) ?

L’ancrage français ne semble plus peser lourd alors que la famille Peugeot représente encore 7,9% du capital de Stellantis, et que Bpifrance en possède 6,6%. Les fidèles de Filosa sont désormais basés comme lui aux États-Unis, sauf si leur poste est directement rattaché à une autre région. 13 milliards de dollars d’investissements aux États-Unis (sur cinq ans) ont été annoncés par le nouveau patron il y a quelques semaines, créant la stupeur en France et en Europe. Quant au siège européen d’Amsterdam, il a perdu de sa pertinence : le cœur européen de Stellantis est à Turin en Italie, fief des Agnelli. 

Stellantis aimanté par les États-Unis et l’Italie

À part les membres de la famille Peugeot, cette évolution ne choque plus personne sur le terrain en France. La culture de la performance de PSA et la fierté d’avoir appartenu à cette branche, paraissent s’être dissoutes dans la fusion. Filosa et son entourage semblent avoir conquis les cadres : « 30% des VP et SVP – vice-présidents et senior vice-présidents – sont français, alors que la France ne représente que 15% des effectifs », assure l’un d’eux, relayant les données communiquées dans l’Hexagone par la direction de Stellantis pour mettre les pendules à l’heure. Il n’y a aucune chasse aux Français. Beaucoup étaient arrivés à l’époque de Carlos Tavares et sont partis après son départ », observe cet ancien de PSA. Qui trouve normal que le nouveau boss s’entoure de personnes qu’il connaît et en qui il a confiance.

Même oreille bienveillante chez les syndicats. «J’avais interpellé le DRH sur le déséquilibre de la gouvernance au détriment de la France dans un courrier, souligne Laurent Oechsel, délégué syndical central CFE CGC. Lorsqu’il est venu dans l’Hexagone le 3 novembre dernier, Antonio Filosa nous a rassurés sur l’importance de notre pays pour l’ensemble du groupe. Les origines des dirigeants nommés n’ont plus autant d’importance aujourd’hui. Nous sommes un groupe mondial en pleine transformation. Il est nécessaire de faire travailler tout le monde ensemble sans chercher à savoir d’où on vient. » 

Les syndicats relèvent aussi que le dialogue social est plus ouvert. «Filosa est beaucoup plus à l’écoute», remarque le représentant de la CFE CGC. «Ceux qui sont restés apprécient que les pouvoirs soient de nouveaux délégués. Le système est devenu plus sain», remarque Bertrand Rakoto, consultant automobile aux États-Unis chez Ducker Carlisle.

Le «charme« Filosa fonctionne en interne

Comment les nouveaux dirigeants de Stellantis ont-ils réussi à convertir les équipes tricolores ? Leur recette pourrait être résumée en un mot : régionalisation. Désormais, le management de Stellantis est organisé en grandes régions mondiales, chacune pilotant ses marques, son design, ses objectifs financiers. Un héritage de la gouvernance en vigueur à l’époque de Fiat Chrysler. L’Europe élargie est désormais l’horizon des marques françaises et italiennes et des salariés, chacun étant maître chez soi. Un changement radical par rapport à l’organisation pyramidale privilégiée par Tavares, où toutes les décisions remontaient à lui et à son entourage.

D’abord choisi pour diriger cette grande zone, le Français Jean-Philippe Imparato a finalement été remplacé par un Italien, Emmanuele Cappellano, entré chez Fiat Chrysler en 2002. Mais Peugeot, Citroën et DS sont chacune supervisée par des Français bien décidés à redynamiser leurs marques en faisant vibrer la corde locale. En parallèle, plusieurs cadres français ont été promus à l’échelle européenne, dont Christophe Montavon, l’ex-directeur de l’usine historique de Sochaux qui vient de prendre la responsabilité de l’ensemble des usines européennes. 

Chaque région pilote ses marques

Le charisme d’Antonio Filosa a aussi joué pour embarquer les Français dans l’aventure. Le patron a su trouver les mots et le ton. À Poissy, où un «green campus» (centre de R&D et bureaux) flambant neuf jouxte l’usine, l’Italien est monté sur la scène de l’amphithéâtre, le 3 novembre, pour s’adresser aux cadres supérieurs en compagnie de Gilles Vidal, le célèbre designer français qui a fait la gloire récente de Renault avec les R5, R4 et nouvelle Twingo électrique, avant de revenir «à la maison ». «Nous avons tous ressenti une belle énergie, raconte un participant. Nous n’avions pas éprouvé ça depuis longtemps.» Le lendemain rebelote. Cette fois, Filosa était accompagné des patrons des marques françaises Peugeot, Citroën, DS, pour une intervention retransmise en direct auprès de l’ensemble des salariés. Le nouveau patron de Stellantis a rappelé que 2 milliards d’euros ont été investis cette année en France, tant dans les usines que dans la R&D, et que l’an prochain, 1400 embauches étaient aussi prévues. 

En revanche, l’Italien n’a pas évoqué le plan de départs volontaires mené en parallèle en France. Ni les scénarios envisagés à moyen et long terme pour l’Europe. Or, d’après les informations divulguées lundi par le Financial Times, qui aurait eu accès à des présentations internes, Stellantis aurait prévu d’abaisser sa production de 11% en France entre 2025 et 2028. «Tout le monde reste sur sa faim, en attendant le plan stratégique prévu mi 2026, reconnaît Bertrand Rakoto, de Ducker Carlisle. Mais cette prudence se justifie, vu le contexte. Les décisions européennes seront bientôt prises sur les normes d’émissions de CO₂ en Europe. En Amérique du Nord, les accords commerciaux entre le Mexique, le Canada et les États-Unis sont en renégociation. Cette prudence tranche avec les déclarations provocatrices et à l’emporte-pièce de l’ancien dirigeant du groupe.» Quel que soit le contenu du plan stratégique, en Europe, les dirigeants ont compris que leur budget à l’ébauche dépendrait du niveau de cash qu’ils seront capables de dégager. «L’année 2026 ne sera pas faste, mais 2027 devrait permettre de générer des ressources supplémentaires», témoigne l’un d’eux. 

Aujourd’hui, une bataille s’est engagée au sein de la famille Peugeot, pour désigner le représentant de la dynastie au conseil d’administration de Stellantis. Un des candidats milite en faveur d’une présence plus forte de la famille au capital. La désignation devrait avoir lieu avant la fin de l’année, pour une soumission à l’assemblée générale en 2026. Mais cela ne renversera sans doute pas la suprématie des Agnelli.

Where have all the French executives of Stellantis gone? With each reshuffle of the group’s executive committee, now led by Antonio Filosa, a veteran of the defunct Italian-American Fiat Chrysler, former PSA executives have become a rare breed. The management team was first reshuffled in February, then again in June, October, and even November for the broader European region. Several figures from Carlos Tavares’ team, initially retained by John Elkann when he was interim CEO, have since been removed from the picture. Out go Maxime Picat, the head of purchasing; Yves Bonnefont, head of the software division; Brigitte Courtehoux, head of new mobility; Olivier Bourges, in charge of customer experience; Arnaud Deboeuf, head of industrial operations… Only a few have been spared, such as Grégoire Olivier, head of the China and Asia Pacific region; Sébastien Jacquet, in charge of quality; and even the HR director, Xavier Chéreau, who remains at the helm.

Less than six months after the arrival of the new CEO, the Stellantis leadership team is now dominated by former Fiat Chrysler employees: of the fourteen members of this executive committee, eight come from Fiat Chrysler, four from PSA, and two are outsiders. Under the previous CEO, Carlos Tavares, former PSA employees were, conversely, in the majority. In January 2021, of Stellantis’ 43 executives, 25 came from PSA. This drew criticism from the American and Italian teams: the Portuguese CEO’s staff was described as an army of “yesmen.” Are we now witnessing a swing of the pendulum in favor of Fiat Chrysler and Exor, the Agnelli family holding company (15.9% of the capital)?

The French connection no longer seems to carry much weight, given that the Peugeot family still represents 7.9% of Stellantis’s capital, and Bpifrance owns 6.6%. Filosa’s loyalists are now based in the United States, like him, unless their position is directly linked to another region. A few weeks ago, the new CEO announced $13 billion in investments in the United States (over five years), causing astonishment in France and Europe. As for the European headquarters in Amsterdam, it has lost its relevance: Stellantis’s European heart is in Turin, Italy, the Agnelli stronghold.

Stellantis Drawn to the United States and Italy

Apart from members of the Peugeot family, this development no longer shocks anyone on the ground in France. PSA’s performance-driven culture and the pride of having belonged to that division seem to have dissolved in the merger. Filosa and his entourage appear to have won over the executives: “30% of VPs and SVPs – vice presidents and senior vice presidents – are French, while France represents only 15% of the workforce,” asserts one of them, relaying data released in France by Stellantis management to set the record straight. “There’s no witch hunt against the French. Many arrived during Carlos Tavares’s time and left after he departed,” observes this former PSA employee, who finds it perfectly normal that the new boss surrounds himself with people he knows and trusts. The unions are equally receptive. “I had raised the issue of the governance imbalance, which was detrimental to France, with the HR Director in a letter,” emphasizes Laurent Oechsel, central union representative for the CFE-CGC. “When he came to France on November 3rd, Antonio Filosa reassured us about the importance of our country to the entire group. The origins of appointed executives are no longer as important today. We are a global group undergoing a major transformation. It is essential to get everyone working together without worrying about where they come from.” The unions also note that social dialogue is more open. “Filosa is much more attentive,” observes the CFE-CGC representative. “Those who stayed appreciate that the powers are now held by new representatives. The system has become healthier,” notes Bertrand Rakoto, an automotive consultant in the United States at Ducker Carlisle.

The Filosa “charm” works internally.

How did Stellantis’ new leaders manage to win over the French teams? Their recipe could be summed up in one word: regionalization. Stellantis’ management is now organized into large global regions, each managing its own brands, design, and financial objectives. This is a legacy of the governance in place during the Fiat Chrysler era. A broader Europe is now the horizon for the French and Italian brands and their employees, each with their own internal authority. A radical change compared to…

Source URL : https://kiosque.lefigaro.fr/catalog/le-figaro/le-figaro

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By Fabien Cros

Sometimes, the fastest way to onboard AI software is through the back office.

Artificial intelligence holds real promise in helping the construction industry build smarter, more profitably and with greater operational precision, but the challenge for most firms is simple: Where to begin? Which AI tools will deliver the biggest operational and financial return? And how do we undertake AI initiatives without expensive custom development?

The answer is to embark on your AI journey by focusing on automating key back-office administrative and business development tasks. Off-the-shelf AI applications that can be tailored to your firm’s workflows can make that happen—taming repetitive paperwork, streamlining data collection and even strengthening your pipeline with smarter lead-generation tools—all without months of costly IT programming.

Here are six examples that can be implemented quickly and begin impacting the bottom line almost immediately after rollout:

1. The Quoting AI Agent: Accelerating Bids, Boosting Win Rates

The traditional quoting process is a labor-intensive exercise of interpreting blueprints, calculating materials and estimating labor hours. This not only consumes dozens of skilled hours but also limits the number of bids that a firm can realistically pursue and win. That’s where AI-powered quoting agents come in.

These systems can automatically read blueprints, identify specifications, quantify materials and generate precise cost estimations. By ingesting past project data and learning from a firm’s historical performance, they can produce highly accurate quotes in minutes—not days. This makes it possible to increase your bid volume, enhance bid accuracy and free up your most valuable estimators to focus on strategic pricing and client relationships. The resulting increase in your win rate and operational efficiency is a direct lift to your profitability.

2. Intelligent Data Management: Turning Scattered Data into a Strategic Asset

In any construction firm, proposals, contracts, project schedules, safety reports, supplier agreements and other data sources are typically scattered across various IT systems, individual laptops and physical files. This siloed information is a major liability, making it nearly impossible to quickly access and leverage your corporate knowledge base. The result is wasted time, duplicated effort and a lost competitive advantage.

AI-driven data management solves the problem by centralizing and intelligently organizing all your historical project data regardless of its original format and using advanced AI search capabilities to zero in on the information you’re looking for. Need to find a specific subcontractor’s safety record from a job five years ago or analyze material costs across all projects from the last quarter? You can now query your data and get precise answers in seconds, improving back-office productivity as well as enabling better forecasting, risk management and strategic decision-making.

3. The Bid and RFP AI Agent: Winning With Data-Driven Intelligence

Winning a large commercial or industrial contract hinges on far more than a good price; it requires a deep understanding of the project, the client and the market. Manually researching public bids, analyzing a project’s location and gathering competitive intelligence is a time-consuming and often incomplete process. Most firms rely on guesswork and limited information, leading to sub-optimal proposals.

A bid and RFP AI agent provides a powerful strategic advantage. It can access and monitor all available public and private bids, automatically collect thousands of additional data points about a potential project, and analyze the local market, building history and regulatory environment. This allows you to go from a generic, manually crafted proposal to a data-driven, pre-written proposal in under five minutes, complete with optimized pricing, a realistic timeline and even suggested project management approaches. These highly customized, compelling bids can significantly increase your chances of winning.

4. Harnessing AI for Next-Gen Lead Generation: Secure Your Competitive Advantage

The marketing landscape for construction is changing. While search engine optimization remains important, business leaders and procurement managers are increasingly turning to conversational AI platforms like ChatGPT to ask questions such as: Which firms have the best safety record for industrial projects in the Midwest? And: Who are the top contractors for institutional renovation?

Pre-built AI systems can help firms understand these natural language queries, identify a client’s true intent and automatically generate content that highlights the firm’s unique strengths, experience and value proposition. Moving quickly to integrate these tools into your marketing strategy can boost your visibility and associated business leads compared to competitors still relying on traditional SEO.

5. Automating Accounts Payable and Receivable: Optimizing Financial Performance

Accounts payable and accounts receivable processes are often manual, error-prone and a drain on resources. From processing hundreds of subcontractor invoices to ensuring timely payments from clients, these tasks can tie up a finance team in administrative work, preventing them from focusing on more strategic financial management.

AI-powered AP/AR solutions can automatically extract and verify data from invoices, cross-reference against purchase orders, flag discrepancies for review and send out automated payment reminders for outstanding accounts. That translates into reduced administrative overhead, minimized errors, optimized cash flow and a more robust financial operation. That in turn enables your financial team to focus on what truly drives profitability: forecasting, analysis and strategic financial planning.

6. AI for Administrative Automation: Unleashing Team Potential

The administrative burden in construction firms diverts valuable human capital from critical functions like project management and onsite safety. Previous automation tools like robotic process automation were often too rigid for the dynamic, real-world complexity of a construction business. With the advent of advanced AI and large language models, however, the scope for administrative automation has expanded dramatically.

AI bots can now handle non-core tasks such as automatically generating CRM entries after a site meeting, drafting routine safety updates, checking and updating inventory levels across multiple projects, and sending reminders to subcontractors about critical deadlines. This not only eliminates busywork but also enhances productivity across the entire organization, freeing your project managers, estimators and top administrative staff to focus on the high-value work that directly impacts productivity, quality and your company’s profitability.

Beginning with these six use-cases can help you unlock AI’s potential quickly, from trimming unnecessary overhead and freeing resources to focus on more productive tasks, to boosting business development efforts. Embracing these AI solutions now positions your business to stay ahead in today’s increasingly competitive construction industry.

Source URL : https://constructionexec.com/article/six-ai-solutions-driving-productivity-and-profitability-in-construction-offices/

The Recycled Materials Association (ReMA) recently updated its ISRI Specifications¹ to approve the addition of a new scrap specification, called “vesper.” The new specification was developed in partnership with Novelis and other partners in the recycling supply chain. Vesper is designed to meet the growing demand for recycled wrought products (sheet, extrusion, and/or plate), which have stricter requirements regarding the amount of inclusions in the scrap stream.

Growing Demand for Recycled Wrought Products

Demand for aluminum is increasing across a variety of sectors from automotive to aerospace, packaging, and critical infrastructure. According to Ducker Carlisle, aluminum demand for the automotive sector will reach 556 lbs per vehicle by 2030—compared to 120 lbs per vehicle in 1980.² In addition to increased demand, automotive and other industries are responding to growing interest in more sustainable products, requiring increased use of post-consumer scrap to lower the carbon footprint of the aluminum.

When automobiles reach end-of-life (EOL), they are disassembled and shredded, resulting in the production of zorba and twitch scrap grades. Zorba is a scrap mix sourced from the recycling of shredded EOL vehicles, electrical waste, and other goods, with an aluminum content of 70–90% combined with other metals. Twitch is generally produced from zorba, which has been sorted to contain 91–93% aluminum.

“Twitch typically contains a combination of cast and wrought aluminum recovered during the shredding of cars and EOL products,” said Gary Gallo, senior manager, recycling technology, Novelis. “Because of the high silicon content in the cast alloys, twitch is generally used by the secondary industry to make new cast products, like wheels, engine blocks, and transmission housings. Any wrought aluminum content in twitch has historically been downcycled away from its original form and repurposed into cast products. Once this happens, it can no longer be recycled into new sheets or extrusions due to high silicon levels.”

Ford introduced its all-aluminum F-150 in 2014 and has since used aluminum in its Navigator and Expedition models. As Gallo pointed out at the 2025 ReMA Convention & Exhibition, these Ford models and other aluminum-intensive vehicles are starting to reach the end of their life, leading to increased proportions of wrought alloy content being found in twitch (compared to cast alloys).³ It’s important to automakers and producers like Novelis to recover this wrought material instead of allowing it to be downcycled.

Therefore, the new vesper grade is specified to be made up of aluminum extrusion, sheet, and/or plate (wrought aluminum),¹ which has been segregated from zorba or twitch. According to ReMA, the material must contain no more than a maximum of 1% free magnesium, 1% free zinc, and 0.5% free iron, as well as no more than 1% free non-metallics. In addition, the material must be dry and free of excessively oxidized material, air bag canisters, or any sealed or pressurized items.

“The vesper specification was created to draw attention to the market need for a new scrap stream explicitly focused on recycling the wrought fraction of twitch,” said Bea Landa, vice president of Metal Procurement and Recycling for Novelis North America. “It provides a precise definition of scrap content and represents a clear opportunity for the scrap industry to create value by sorting twitch into new, high-value specifications, which can be consumed into a wider variety of products.”

Gallo also pointed out that much of the twitch scrap stream is exported outside of North America due to insufficient domestic demand for cast products. “Processing this material into vesper creates new domestic markets that help to keep critical raw materials from leaving the country, while adding value for all participants,” he noted. “The production of vesper also helps to improve the circularity of sheet and extrusion products by recycling wrought scrap back to wrought products.”

Development of Vesper

ReMA’s ISRI Specifications are designed to provide common language in order to facilitate the trading and use of recycled materials (such as aluminum and other metals and materials). The association regularly reviews its specifications to ensure they meet the evolving demands of the global recycling industry, and any company or organization can propose additions, modifications, or deletions.

The ReMA Nonferrous Division initiated the request to create a new specification based on wrought aluminum alloys. Members of the division had noticed that a new type of aluminum scrap was being further processed and consumed in the market place. This new type of aluminum scrap was thanks to the development of multiple advanced sorting technologies, including x-ray fluorescence (XRF), x-ray transmission (XRT), laser-induced breakdown spectroscopy (LIBS), and optical sortation with artificial intelligence (AI).

“These technologies have been in development for many years,” explained Gallo. “More recently, the technology has improved to the point where it can be applied cost-effectively and on a large scale. Beginning in early 2020, Novelis began actively engaging with technology providers, like Sortera, Steinert, and Tomra, to create segregation technologies capable of separating cast and wrought fractions.

Later, this list of technology providers has expanded to include Binder and SGM. In the subsequent years, Novelis has conducted extensive trials with all recycling and technology providers to validate the ability of various technologies to create a vesper specification.”

Development of the vesper specification was officially initiated in 2024, with ReMA staff guiding the process, while the members contributed the research and voted on the final language. “The entire process from initiation to final acceptance into the ReMA Specifications was six months,” said Emily Sanchez, chief economist at ReMA. “The steps involved include the formation of a committee within the Nonferrous Division to look into the proposed creation of a new specification. Then, the group reached out to a broader community of traders and consumers, followed by the full Nonferrous Division for approval. A 20-day public notice was posted and released. Following this public review, the ReMA Board of Directors approved the new specification. Then it went to another public review period of 30 days. With no material comments received, vesper officially became a specification.”

Impact on the Industry

The introduction of the vesper specification will directly benefit the aluminum recycling and casting sector, providing a key definition for trading this grade of scrap material. This is expected to have a number of benefits for the industry. “Recyclers, technology providers, cast, sheet, and extrusion producers will all be able to participate in this new market,” said Landa. “Additionally, consumers of aluminum, like automakers, beverage can producers, and construction product manufacturers will benefit from increased levels of EOL content and the carbon reduction this brings. Recyclers will also benefit from new domestic markets for vesper, which will provide viable options for a scrap stream that has been largely exported as zorba and twitch.”

Vesper could also have an impact on manufacturing for recyclers, casthouses, and consumers, as they adapt to the increased introduction of vesper into the supply chain. Gallo noted some of these potential changes as follows: Customers, like automakers, may need to modify their existing specifications to allow for EOL scrap inclusion. Producers of secondary aluminum ingot (like A-380) will likely see changes to their scrap composition, as the wrought fractions in vesper are recycled by wrought producers. Wrought producers will need to modify processes and specifications to consume this new scrap stream. Scrap recyclers will need to invest in new technology to produce vesper.

“For recyclers, who already produce twitch, producing vesper will likely involve an additional piece of equipment, typically an XRF, XRT, LIBS, or AI device,” explained Gallo. “For producers of zorba, several extra pieces of equipment will likely be required to remove heavier metals (copper, brass, and  stainless steel) from aluminum, followed by segregating cast and wrought aluminum to make vesper. As a spec, vesper does not outline analytical limitations other than for iron, but focuses on the compositional limits for things like magnesium and zinc. Typically, aluminum consumers will create their own specifications connected to their purchase orders that specify chemistry requirements.”

Sanchez believes the recycling industry will have no trouble adopting the vesper specification. “Since this material is currently being traded, the industry already acknowledges vesper as a specification,” she said. “ReMA’s ISRI Specifications are reflective of current market conditions and trading practices; they are not aspirational.”

Landa noted that some level of education may be necessary to make the wider market aware of the vesper specification. “Market predictions for vesper generation in North America are significant—the potential is for several hundred thousand tonnes per year,” she explained. “However, vesper production will largely depend on its adoption by aluminum producers and recyclers. Novelis is actively engaged with the Aluminum Association to educate the broader aluminum industry to the emergence of vesper and encourage other aluminum mills to consume vesper and support its market adoption.”

References

1. “ReMA’s ISRI Specifications,” ISRI Specs.
2. “Powering up American Aluminum: A Roadmap for Next Generation Supply Chain Resilience,” The Aluminum Association, May 2025.
3. Toto, DeAnne, “ReMA 2025: Meeting growing demand for recycled aluminum with vesper,” Recycling Today, May 20, 2025.

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Editor’s Note: This article first appeared in the October 2025 issue of Light Metal Age. To receive the current issue, please subscribe.

Author : David Gordon – Electrical Trends

Can you go through a day without hearing the word “datacenter” or “new industrial opportunity / facility?” And then, shortly thereafter you hear about future power needs. A few years ago, we heard how EV’s were going to drive electrification needs. Now it is AI, technology, and the re-industrialization of America.

And remember, we’ve also been told for a number of years about the need for grid modernization. There is / was not enough capacity plus the capacity we have is old and reportedly decaying.

Plus, it is dangerous. Look at the wildfires that occur in the western part of the country. Some by lighting but some by sparks from utilities. And then the need to bury lines.

The investment demand will be massive … and some manufacturers (transformers??) are already in multi-year backlogs.

The opportunity is here (reportedly hyperscalers are “bringing cash to utilities to stimulate support and accelerate development).

NAED commissioned Ducker Carlisle to develop a report for the membership. In the following article, Keith Sarb synopsizes the findings.

Distributors! Take Advantage of the Electrification Opportunity!

Has there been a more exciting time in the electrical industry since the days of Thomas Edison and Nikola Tesla?  Demand for electricity in the US is surging, driven by industrial reshoring and the explosion of data centers.  This creates opportunities for distributors to capitalize and create new value, but they must move quickly or risk falling behind.

Ducker Carlisle and NAED recently partnered on an in-depth evaluation of electrification trends, growth opportunities, and how distributors can position for advantage (NAED Electrification Research).  Two key findings from the evaluation:

Electrification represents a $50B+ incremental revenue opportunity for
distributors by 2030.

Electrification Market Size for Distributors by Segment

The strongest sectors for distributors include Utility Transmission & Distribution, Data Centers, Industrial Facilities, and Utility-Scale Renewables (see Figure 1). In short, the transition to a more electrified economy isn’t a future event, it’s already reshaping where value is created and who captures it.

A Changing Role for Distributors

In these high-growth sectors, projects are becoming increasingly complex and technical, raising expectations of distributors and expanding their role in the value chain.  With growing demand, supply chain challenges, and labor shortages, distributors are now being looked to as critical partners in project delivery and productivity improvement.

At the same time, labor productivity in US construction has been flat or declining for decades (see Figure 2), while electrical distributors have achieved significant productivity gains.  This creates a clear opening for distributors to lead on efficiency and execution, not simply supply.

Ask yourself:

• How can we eliminate bottlenecks in project delivery?
• How can we share our productivity expertise with customers?
• How can we position as a strategic partner, not just a materials provider?

Distributors that answer these questions early will define the next decade of growth in electrification.

Figure 2: Labor productivity declining in construction and manufacturing, though growing for electrical distributors

Three Pathways to Create Value

Through our analysis and conversations with dozens of distributors, manufacturers, and contractors, we identified three categories of services distributors can offer to remove bottlenecks, enhance productivity and strengthen profitability.

1. Basic Services

Reliable inventory management and logistics capabilities remain the foundation. Value grows exponentially when distributors optimize staging, kitting, and pre-fabrication for complex jobsites, reducing install time and keeping contractors productive. Many distributors already offer these, but few execute them consistently and at scale.

2. Product and Solution Expertise

Contractors increasingly expect distributors to act as solution partners, recommending the right products, systems, and configurations for project goals. This requires investment in training, technical knowledge, and specialized talent. Distributors who own the product-solution conversation capture higher margins and stronger customer loyalty.

3. Project Execution Services

Some distributors are extending into project management, engineering, and commissioning support, even stamping and design. While this moves them deeper into the value chain, our assessment shows contractors often welcome this help, given their own labor constraints. The key is partnership, aligning on when the distributor leads and when the contractor does.

Finding Your Path to Growth

To determine how best to seize the electrification opportunity, distributor must first understand their core business today and the geographic market it serves today.  Then, assess where to expand; whether through new services, markets, or partnerships and how far from the core they’re prepared to go (see Figure 3).

Figure 3: Growth pathways for distributors taking advantage of electrification opportunity

Key steps:

• Define your “core”: where products, services, and target customers intersect.
• Evaluate local market potential: which project types offer the largest upside?
• Prioritize opportunities: balance potential returns with investment and risk.
• Focus and commit: it’s impossible to pursue every opportunity, select, invest, and execute with discipline.

Distributors that act decisively now can position themselves as indispensable players in the nation’s electrification buildout.

The Bottom Line

This is a once-in-a-generation opportunity for electrical distributors. Electrification is accelerating demand, increasing technical complexity, and reshaping how value is created in the construction ecosystem. Those who move now; investing in capabilities, partnerships, and services will lead the next wave of growth.

Distributors: the power shift is already underway. Don’t wait to plug in.

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To explore the full research findings, visit NAED’s Electrification website. For ongoing updates and industry news, check out ElectrifiED, tED Magazine’s dedicated hub for coverage of America’s electrification efforts.

Kevin G. Sarb | Managing Director, Ducker Carlisle – Industrials, B2B Growth, & Commercial Excellence Lead

Kevin is a Managing Director at Ducker Carlisle, leading the Industrials Practice.  He has 20 years of management consulting experience and has led a multitude of engagements focused on profitable revenue growth across several industrial sectors, including building products, chemicals, climate technologies, electrical products and services, manufacturing equipment, materials processing, security solutions, and water management.

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Thoughts

With the announcement of each new data center and new industrial facility (or expansion), at the same time you hear utility management and community leaders talk about “the grid” and power generation needs. The estimates of what is needed in many areas throughout the country is significant.

While many believe this is due to data centers, and more specifically, AI data centers and hyperscalers, the CEO of TKO Energy Capital recently commented that the projected load demands are only 60% due to data centers … the rest is due to manufacturing and demographic shifts. I don’t know if he was speaking about a specific geographic area, utility, or in general, however, it highlights that there are multiple inputs that drive demand … in an industry that historically only had 3% annual demand increases.

The opportunity is there. The question is, “who can capitalize upon it?”

While it would be nice to say “distribution”, the reality is much of this material is bought direct by utilities. Then there is the tier of utility distributors … companies, or divisions, that specialize in this. The most prominent also happen to be electrical distributors (Wesco, Sonepar’s Irby division, Graybar, Border States). Others “dabble” and serve local needs (co-ops, utility contractors, and ancillary needs.)

Getting access to “the right lines” is a challenge. And it is imperative to have the right people who know people.

But there can be opportunities. Niche markets. Perhaps ad hoc project wins. A “favored nation” opportunity. Emerging markets – solar (okay, not emerging), battery storage, … And yes, you could get involved via acquisition (and on the manufacturer representative side, Yusen’s merger with The MacPherson Group and J.D. Martin’s recent acquisition highlight opportunities for reps (and there are reps, such as CBM, who already serve both markets.)

Is this a potential opportunity for you? And it is admirable of NAED to invest membership resources into identifying future opportunities as well as doing deep dives into vertical markets.

Source URL : https://electricaltrends.com/2025/11/16/distributors-take-advantage-of-the-electrification-opportunity/

Two reports compiled by Ducker Carlisle indicate abundant opportunities for electrical engineers, manufacturers, and distributors in the coming years. Here’s an exclusive interview.

Tech Insights by Karen Hanson

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The global transition to renewable and clean energy, combined with rapid data center development, is creating a perfect storm of opportunity for power electronics manufacturers and distributors, according to two Ducker Carlisle reports. However, making strategic decisions requires knowing which energy industries are growing and which are slowing.

The 2025 Global Energy Transition Outlook pinpoints data centers and AI applications as key drivers of renewable and nuclear energy worldwide while identifying challenges. The second report Ducker Carlisle prepared for the National Association of Electrical Distributors highlights which areas distributors can target in planning future strategies.

EEPower spoke to Kevin Sarb, Ducker Carlisle Managing Director, about how industry leaders can identify the trends and prepare for possible challenges. Erika TenEyck, Director of Business Intelligence Programs and Insights at the National Association of Electrical Distributors (NAED), weighed in by email.

Both reports project significant growth and decreasing costs in renewable energy, with opportunities in data centers, industrial electrification, microgrids, and grid capacity electronics.

What does the future hold for the power industry? Image used courtesy of Adobe Stock

 

Report Insights

The 2025 Global Energy Transition Outlook predicts that renewable energy will surpass fossil fuel sources by 2035, with solar photovoltaic and wind predominating and nuclear energy growing in importance. At the same time, electricity demand will increase significantly by 2050, with data centers as the primary driver. However, grid modernization efforts, energy storage development, and governmental policies could influence the projections. The electronics industry will continue to face issues with supply chains, financing, and grid delays.

The global energy transition by 2050. Image used courtesy of Ducker Carlisle

 

Ducker Carlisle prepared the second report, Electrification Drivers, Disruptors, & Scaling Your Business, for NAED to provide insights into trends in the electronics market. This study also predicts growing demand and examines market changes, such as the opportunities in small, medium, and large-scale projects. The report points out that electrification projects are growing in complexity, requiring distributors to be creative in meeting needs in the value chain. It also recommends that distributors target specific sectors and prioritize their expenditures.

Meeting Data Center Challenges With Clean Energy

Data center power demand will continue to drive the most opportunities and challenges through 2030, according to the Energy Transition report. In the U.S., data center electricity demand will increase by about 400 TWh. In China, data centers are projected to use about 380 billion kWh of electricity by 2030.

Data center developers are meeting the need through both utility-scale energy and microgrids. Data centers need energy quickly, and many are willing to create their own energy generation infrastructure.

“The demand is huge at the moment, and we expect it to continue,” Sarb said. “Eventually, they’ll all be connected to the grid, but utilities are slow at moving capital and getting investments up and running, certainly not at the pace of Google or Amazon might want to move, and they’re finding ways to say, ‘We need energy now’.”

At the same time, governments and companies have set clean energy goals. While these goals may not be on track to meet net-zero, they are making significant progress, with renewables or clean energy projected to generate about 80% of all electricity by 2050. These numbers represent the most likely scenario, but policies and conditions could change them, Serb cautioned.

Renewable energy growth by 2050. Image used courtesy of Ducker Carlisle

 

The Energy Transition report included nuclear as a clean energy source since it is emissions-free and noted that “a new generation of large-scale nuclear reactors is being built in several countries with enhanced features.” Small modular reactors are also developing quickly. However, Serb pointed out that many questions about nuclear energy remain.

“It still takes time to develop from scratch a nuclear reactor, even at a micro scale, to be deployed,” he said. He added that two major uncertainties are regulations and the supply chain, particularly for uranium.

While no one knows when data center development will reach its peak, opportunities for power electronics companies will always exist in ongoing operations and maintenance, Serb said.

“There’ll be upgrades and refreshes of these data centers every three to five years,” he said.

Supply vs. Demand: It May Not Be What You Think

Contrary to popular opinion, grid capacity is keeping up and even outpacing demand, according to the NAED report. However, electronics distributors should be aware of significant regional differences.

“Most of the big utilities out there are talking about modernizing their grid or have that in their capital investment plans for the coming years, at the pace utilities can move,” Sarb commented, adding that the bigger issue is that certain areas will be better able to handle future loads than others.

The challenge is localized because certain areas will have the capacity to add more data centers and other electrification, but others will be less prepared.

“The question is, is the overall grid fit? Do we have the capacity or generation capacity to handle it?” he said.

Regional differences in consumption and capacity. Image used courtesy of NAED

 

For electronics distributors, these variations will require careful investigation.

“It’s important to evaluate the types of projects that are poised for growth in your area and understand how they may intersect with the products and services a distributor currently offers,” TenEyck commented. “From there, a distributor’s team should prioritize those opportunities based on the value and risks/investments required—how far are they willing to venture from their core areas? Too, it’s important to be selective about those opportunities and decide what makes the most sense for their companies and resources.”

The report also advises distributors to collaborate with manufacturers and project developers about the new technologies, services, and strategies required as the energy industry grows and changes.

“For example, electrification in an industrial building could lead to upgrading legacy systems from gas-powered equipment to electric, integrating energy storage, or optimizing for renewable power sources,” TenEyck stated. “A manufacturer–distributor partnership could be crucial here to help ensure the solutions work efficiently, safety needs are met, and performance standards are in place.”

Engineering the Future

Sarb said the takeaway from the reports is that anyone working in power electronics must be aware of the changes and adapt to them.

“If you’re an engineer with a company that serves this [industry], utilities or the electric or energy space, these are different projects than maybe what we traditionally served,” he said. “If we’re talking about renewable installations, small nuclear for data centers, or whatever it is, that just shifts how we behave.”

Source URL : https://eepower.com/tech-insights/reports-energy-transition-data-centers-opportunity/#

Aluminium offers a number of benefits when it comes to producing safe, lightweight vehicles.

By: Megan Lampinen

Steel has served as the backbone of vehicle manufacturing for more than a century, but the shift to new mobility is disrupting the material mix. Over the past few years, aluminium has emerged as the fastest growing automotive material. Its lightweight properties, durability, safety and sustainability advantages have made it a key tool in the industry’s adaption to new mobility demands.

What was once reserved for luxury and high-performance vehicles is now widely used across all vehicle segments, from compact cars and SUVs to sports cars and pick-ups. It is finding its way into key applications such as body panels, bonnets/hoods, doors, body in white structures and electric vehicle (EV) battery enclosures.

Not only is aluminium now used in a wider variety of vehicles and applications, but the amount used per vehicle has also increased. A 2022 study commissioned by European Aluminium and conducted by Ducker Carlisle found that the average amount of aluminium used in European cars has increased by 18% from 174kg in 2019 to 205kg in 2022. This trend is set to continue, with the average aluminium content projected to reach 237kg per vehicle by 2026 and 256kg by 2030.

Market drivers

There are several factors driving demand. To start with, aluminium offers a notable vehicle weight reduction compared to traditional steel. According to Alumobility, it has one-third the density of steel. When comparing two identical vehicles (one steel and one aluminium), both with equal stiffness and load-carrying capacity, the aluminium vehicle body will be up to 45% lighter.

“Greater use of aluminium aligns with the growing emphasis on lightweighting, which has gained prominence as automakers look to balance cost and sustainability without compromising structural integrity,” says Michael Hahne, Vice President Commercial for Europe at aluminium supplier Novelis. “Replacing 400kg of steel with 240kg of aluminium can dramatically reduce weight and material usage.” This has a direct impact on fuel efficiency or EV range. “Its weight advantage is a game-changer for EVs, where battery range is a major consideration,” he tells Automotive World. The industry’s shift toward electrification is increasing demand for lighter materials in general to combat the additional weight of the battery.

It also contributes to secondary savings in areas like braking and suspension systems, as lighter vehicles require smaller braking and suspension components. In the previous example, where 400kg of steel is replaced with 240kg of aluminium, the vehicle will also see another 40-60kg weight saving from other areas.

Aluminium performs well on the safety front, as it absorbs more energy than steel per kilogram, meaning occupants are better protected from intrusion into the safety cell. As the vehicle carries less mass into a collision, aluminium bodies can be less damaging in incidents involving other vehicles, cycles, and pedestrians. “Aluminium continues to be an invaluable material for vehicle safety,” notes Hahne. “Crash tests confirm vehicles made lighter with aluminium bodies earned perfect five-star crash ratings.”

Aluminium also plays a key role in enabling a circular economy. Closed-loop recycling systems allow OEM production scrap, as well as scrap from end-of-life vehicles, to be repurposed in a circular manner, lowering carbon emissions within the manufacturing process compared to primary aluminium production. Novelis recently developed the world’s first automotive aluminium coil made entirely from 100% recycled end-of-life vehicle scrap. This material, designed to meet the industry’s tough standards for car body outer skin applications, marks a notable milestone in support of automotive circularity.

“Aluminium stands out for being infinitely recyclable, maintaining its material properties through countless life cycles,” adds Hahne. Recycling aluminium saves up to 90% of CO2 emissions compared to primary aluminium production, making it a cornerstone material for wider carbon reduction strategies.

Where next?

Despite the numerous advantages, aluminium generally carries a higher cost than steel. It also entails more energy-intensive production and specialised manufacturing requirements. But R&D advances from players like Novelis promise further improvements both within the material itself as well as manufacturing techniques. For instance, the company has been working on aluminium roll forming, a process that precisely shapes metal into complex automotive structures. This can reduce component costs and improve structural performance and safety, particularly in EVs where battery protection is critical. Novelis has also been working with Jaguar Land Rover on a new aluminium skin alloy, which features up to 85% recycled content and is 95% more energy efficient to produce.

While aluminium use is growing, steel isn’t standing still. Developments around advanced high strength steel have produced significant weight reductions, with the latest grades claiming to cut vehicle weight by 35-40% compared to traditional steel. The argument from aluminium proponents like Novelis is that its unique properties bring significant advantages that go beyond the drawbacks. “Shifting the conversation from upfront expenses to the long-term value and performance gains offered by aluminium is essential to unlocking its full potential in revolutionising the auto industry,” emphasises Hahne.

From automating quotes and invoices to streamlining bids and lead generation, construction firms can use AI tools to cut back-office overhead, improve accuracy, and increase profitability.

Authored By : Fabien Cros

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In the construction industry, discussions about the potential of artificial intelligence (AI) to help companies both work and build smarter have ranged from using AI for project planning and design to employing the technology for construction site management and energy optimization at maintenance facilities. All that buzz has produced more confusion than adoption, raising two key questions: where should we begin to achieve the most immediate and impactful results, and does every AI implementation require expensive custom development? 

The answer to the first question is that the most direct route to a successful AI experience is to focus initially on cutting back-office overhead and growing your sales pipeline. The answer to the second is that custom applications are not always necessary. Pre-built AI solutions that can be easily tailored to each firm’s needs can now help tame the flood of paperwork created by outdated information-gathering processes, automate administrative tasks and take advantage of newer tools like ChatGPT to improve lead generation.

Here are six practical use cases that enable you to put AI to work in your business quickly, affordably and with measurable bottom-line results, providing a strong edge in today’s fiercely competitive construction environment.  

1. The Quoting AI Agent: Stop Wasting Time on Paperwork, Win More Bids

Every job starts with a quote, and you know how much time it takes to get one right. Manually interpreting blueprints, counting materials, and estimating hours is a tedious, labor-intensive process. It’s a major bottleneck that keeps you from bidding on more projects.

An AI-powered Quoting Agent changes the game entirely. These intelligent systems can instantly read blueprints, identify specs, quantify materials, and generate precise cost estimations with incredible speed. It’s not just about being faster; it’s about freeing you up to focus on what you do best. By automating this process, you can bid on more jobs, enhance your accuracy, and spend less time at the office, ultimately boosting your profitability and keeping your crews busy.

2. Intelligent Data Management: Your Project History, a Click Away

How much time have you wasted trying to find that one key document from a job you did years ago – perhaps a safety record for a subcontractor, a specific supplier’s invoice, or a project’s materials list? All that information is locked away in various files, computers and emails. This unorganized data is a constant headache.

An AI-driven data management solution turns that headache into a powerful advantage. It centralizes all your project data, no matter where it was originally stored. Using simple language, you can now find exactly what you need in seconds, not days. This improves your operational productivity by giving you instant access to your company’s collective knowledge, allowing you to make smarter decisions faster and keep projects moving forward without costly delays.

3. The Bid & RFP AI Agent: Beat the Competition with Data-Driven Bids

To win the big jobs, you need to submit more than just a good price; you need a powerful proposal. Manually researching public bids and gathering intelligence on a project’s location or client is time-consuming and often based on guesswork.

This is where the Bid & RFP AI Agent provides a serious advantage. The AI can find and monitor all available bids, including public ones. More importantly, it automatically gathers thousands of data points about a potential project, analyzing the neighborhood, building history, and market conditions. This lets you go from a standard proposal to a data-driven, pre-written one in minutes. The AI leverages this information to inform your best strategy, pricing, timeline, and even recommend specific approaches, helping you submit a customized bid that stands out and significantly increases your chance of winning.

4. Harnessing AI for Next-Generation Lead Generation: Get the Phone to Ring

How do new clients find you? They go online and they ask questions. But now, they’re using platforms like ChatGPT to get recommendations: “Who are the top contractors for commercial builds?” or “Which firms have the best safety record for industrial projects?”

This is your opportunity to get ahead. Being proactive and using AI to show up on these platforms will capture new, high-value leads. An AI-powered marketing strategy can help you understand these natural language queries and automatically generate content that highlights your firm’s unique strengths and experience. By integrating this into your business now, you can get a jump on the competition and ensure that the phone keeps ringing with qualified clients.

5. Automating Accounts Payable and Receivable: Less Headaches, Better Cash Flow

For any business, cash flow is everything. Yet, the essential processes of paying bills and collecting from clients are often manual, prone to errors, and a huge drain on time. From processing hundreds of supplier invoices to chasing down late payments, these tasks take you away from the job site.

AI-powered solutions for Accounts Payable and Receivable are exceptionally good at these transactional duties. They can automatically extract and verify data from invoices, flag discrepancies, and send automated payment reminders. The financial impact is immediate: less administrative overhead, fewer errors, and a more robust cash flow. By letting AI handle these tedious tasks, your team can focus on what truly matters: keeping projects on schedule and on budget.

6. AI for Administrative Automation: Ditch the Paperwork, Get Back in the Field

Administrative work in construction firms can be a nightmare, pulling valuable people away from managing projects and focusing on safety. Previous automation tools were often too rigid for the unpredictable reality of a job site.

With advanced AI and Large Language Models, the scope for administrative automation has expanded dramatically. AI bots can now handle a wide array of non-core tasks: automatically creating CRM entries after a meeting, drafting routine safety updates, checking inventory levels, and sending reminders to subcontractors about deadlines. This isn’t just about eliminating busy work. It’s about enhancing productivity and empowering your project managers and crew to focus on the high-value work that directly impacts quality and your company’s profitability.

While adopting AI may seem like a heavy lift with unclear benefits, beginning with these six use cases will pay off quickly and affordably. They offer the most direct and impactful path to leveraging AI to drive efficiency and create value that will help you stay competitive, profitable and operating at peak administrative productivity.  

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Source URL: https://www.forconstructionpros.com/construction-technology/article/22952296/ducker-carlisle-6-practical-ways-construction-companies-can-use-ai-to-save-time-and-boost-profit