Manage Projects
Create multiple projects against each prospect or account. Project managers can assign Sales Managers or Business Entities to opportunities that are relevant to them.

At the core of Sysco’s Construction CRM is
Project Sales Pipeline Management

Record Key Project Information

Project Data Management

Record consistent, information and limit data inaccuracy with the Project Manager. Record important data related to the project such as Project Codes for Quick Search and Indexing and Key Account Names.

Project Information

Project Code:
Account Name:
Main Contact:

Project Type & Status

Each Project is made up of multiple opportunities each with their own status indicators. At a project level, use a range of global Project Status Types to Quick Review a Project’s Stage such as Pre-Tender, Tender Awarded, On-Site, Completed or Cancelled.

Project Type

Project Type:
Project Stage:
Next Action Date:
Last Action Date:

Sales Activity Management

Internal Social Activity Sharing

For Prospects, Projects and Opportunities – it’s important that any sales activity is recorded. Whether that be a Phone Call, a Follow Up Task, an Email, Appointment or a Notice specific to the entry.

Sysco’s Construction CRM provides an easy to use dashboard that integrates with applications such as Outlook and can be configured to work alongside LinkedIn Sales Navigator accounts.

Sales Activities Management

Follow up with Architect
Due Date: 18/01/2018 08:00
Modified by: David Reid - Today
Set appointment with Contractor
Due Date: 19/01/2018 08:00
Modified by: David Reid - Today

Assign Key External Stakeholders

Know your Project Stakeholders

As with any sales development process, getting to know and engaging with key project stakeholders is essential to developing additional opportunities that may not have been visible previously.

External Project Stakeholders

John ToddQuantity Surveyor
Brian O'LearyChief Architect
James DunnContract Manager
Bryan O'TooleProject Manager

“As Metal Technology’s business grew, combined with an inefficient tracking process, opportunities that had been worked on in the early stages of the construction programme often slipped through the net when they eventually came out to tender. This loss of sale was unacceptable…”

Gordon McCaw – National Supply Chain & Partnership Manager

Metal Technology

Read the Full Case Reference

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