"How a Real Estate Developer Digitised Its Entire Project-to-Handover Pipeline With a Custom Real Estate ERP"

The client was a mid-scale real estate developer with an active portfolio of 4 residential projects totalling 1,800 units across two cities, with a fifth project under planning. Operations covered the full development lifecycle: land acquisition, project planning, construction management, unit sales, buyer installment management, property handover, and after-sales maintenance.

Each stage was managed through a different tool or process with no integration between them. The sales team tracked bookings and installment schedules in Excel, one file per project. Finance tracked receipts in their accounting software but had no direct link to the booking records in the sales files, requiring a manual reconciliation every month that took 3 to 4 days and still produced discrepancies averaging 6.2% of transactions. Legal managed sale agreements in a separate folder structure on a shared drive, with no linkage to booking or payment records.

Installment collection was reactive: the finance team generated reminders only after manually checking the Excel file, which was not always current. Late payers were not identified systematically. The developer carried over PKR 40 million in overdue installments at any given time with no automated mechanism to surface, escalate, or resolve arrears.

Buyers had no self-service visibility. To check their installment schedule, payment history, or remaining balance, they called the sales office. The sales team spent an estimated 2 to 3 hours per day answering status calls that had nothing to do with selling. Construction progress was tracked in weekly email reports from site engineers with no linkage to the unit handover schedule, so mismatches between construction milestones and committed handover dates only became apparent at management meetings — too late for advance renegotiation.

Arvixi built a comprehensive Real Estate ERP across 11 modules covering the complete project-to-handover lifecycle: Project and Portfolio Management with live dashboards per project, Inventory Management with unit-level status tracking, Sales and Booking Management with digital booking forms and automated sale agreement generation, Buyer CRM with full interaction and payment history linked per buyer, Installment Plan Management with automated SMS and email reminders at configurable intervals and escalation workflows for overdue accounts, Financial Reconciliation linking every receipt to the corresponding booking and installment record in real time, Legal Document Management with digital storage and version tracking, Construction Progress Tracking with milestone-based reporting linked to the handover schedule, a Buyer Self-Service Portal, and a Handover Management module tracking punch-list completion, possession letter generation, and utility connection status unit by unit.

All 1,800 unit records, booking data, payment histories, and installment schedules were migrated from the Excel files into the system as the foundational step. Automated reminders now go out to buyers 7 days before, 3 days before, and on the due date of every installment. Overdue accounts are flagged in real time and escalated to the collections team on a configurable day-count trigger, with no manual file-checking required.

The buyer self-service portal was deployed with login credentials issued to every buyer at the time of booking. Buyers can access their full account status — schedule, payment history, remaining balance, and project construction updates — without contacting the sales office.

The construction tracking module created the link that previously did not exist between the site engineer’s progress reports and the unit handover commitments visible to the sales team, finance, and leadership simultaneously. Deployment ran across 20 weeks in a phased rollout by module, beginning with the data migration and portfolio/sales management, followed by installment and financial reconciliation, then the buyer portal, and finally construction tracking and handover management.

Overdue installment balance reduced from PKR 40 million to PKR 11 million within 90 days of automated reminder and escalation going live, a 72.5% reduction

Monthly financial reconciliation reduced from 3–4 days to same-day automated matching; discrepancy rate dropped from 6.2% to under 0.5% of transactions

Buyer self-service portal adopted by 73% of active buyers within 60 days of launch

Sales team call volume for status inquiries reduced by 68%; 2–3 hours of daily call handling redirected to active sales activity

Construction milestone tracking flagged 3 project sections where committed handover dates needed adjustment 8 weeks in advance, enabling renegotiation rather than breach

Consolidated real-time leadership dashboard replaced the multi-department compiled report process; live cross-project view available at all times

Fifth project onboarded at the planning stage rather than mid-construction, enabling clean data from day one of the new project cycle