PPI (Producer Price Index)

An arrangement where costs for equipment, mobilisation, or resources are split between the contractor and client. Subcontractors should confirm cost-sharing terms in writing before mobilising. Unclear agreements often lead to disputed invoices and delayed payments.

A contract where the subcontractor agrees to complete a defined scope of work for a set price, regardless of actual labour or material costs incurred — meaning cost overruns come directly out of your margin. Common in construction and turnaround work, these contracts reward efficient crews and tight project management but carry significant financial risk if scope creep or site conditions aren't carefully managed upfront.

A standardised daily report documenting rig operations, hours worked, and downtime on a drilling project. Subcontractors often must align their own daily reports with the IADC DDR for invoicing and performance verification. Discrepancies between your records and the DDR can delay payment or trigger billing disputes.

The average number of days it takes to collect payment after a sale. For field service companies, DSO measures how long between completing work and receiving payment. Industry benchmarks range from 30-60 days.

A client's approved spending plan for major projects, equipment, and infrastructure in a given year. When capital budgets are set or revised, subcontractors see direct impacts on contract awards and work volumes. Monitoring clients' capital budget cycles helps you time bids and resource planning effectively.

Cash remaining after covering operating costs and equipment or tool purchases. For subcontractors, strong FCF means you can take on new contracts, absorb payment delays, and avoid emergency borrowing. It is one of the clearest signs of a financially healthy field service business.

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