All companies use budgets to plan and manage their expenditures. In asset-intensive organizations, maintenance tends to be one of the larger cost centers, but too often its spending is among the least well managed. It’s not that they don’t try; they just lack the right tools. Asking a maintenance planner or supervisor to predict their next year’s spending and deliver it in a manner that the finance team finds useful is self-defeating. They don’t have the time or motivation to properly capture the data, the tools to compile it, or the know-how to translate it into the proper general ledger (G/L).

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