【STLPartner】2025数据中心建设延迟成本与应对研究报告数百万美元损失与报告机制

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PREVENTINGMULTIMILLION

DOLLARDATACENTRELOSSESTHROUGHREPORTING

Thisreportassessestheimpactsofdelaysindatacentreconstructiononoperationalfinancialmetrics,budgetandinternalrateofreturn,andexaminestheroleofeffectivereportinginensuringon-timedelivery.

JonasTopp-Mugglestone,Consultant|jonas.topp-mugglestone@|March2025

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Foreword

Methodology

Thisreportpresentsinsightsfromarecentresearchprogramme,inwhichweconductedin-depthinterviewswith14professionalsinthedatacentreindustry-fromprojectmanagerstoC-levelexecutives.Theobjectivewastouncoverthecriticalchallengesandpainpointsshapingdatacentreconstructionandprojectmanagementprocesses.

Intervieweeprofiles

Editorialindependence

ThisreporthasbeenpreparedbyindependentconsultingandresearchcompanySTLPartnersandwascommissionedbyForesightWorks.

STLPartnersmaintainsstricteditorialindependence.Mentionsorallusionstocompaniesorproductsinthisdocumentareintendedasillustrationsofmarketevolutionandarenotincludedasendorsementsorproduct/servicerecommendations.

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Thetruecostofdelaysindatacentreconstruction

Globaldatacentredemandissurging,withcapacityprojectedtogrowata17%compoundannualgrowthrate(CAGR)between2025and2030,reaching100GWby2030

1.

Deliveringthiscapacityisincreasinglychallengingduetorisingconstructioncomplexity,supplychaindisruptionsandtighteningregulatoryframeworks.Inthisenvironment,preventingdelaysiscriticaltosafeguardingfinancialreturnsondatacentreprojects,yetthegrowingscaleandcomplexityofprojectsmakeon-timedeliveryharderthanevertoachieve.

AccordingtoSTLPartners’research,foreverymonthofdelayinthecompletionofadatacentre,thedeveloperincursUSD14.2millionoflostrevenue,costoverrunsandcontractualpenalties.Athree-monthdelaycanresultinanindicativeinternalrateofreturn(IRR)decreasefrom17.1%to12.6%acrossaten-yeartimeframe.Thisisbeforefactoringinindirectcostssuchasthestrainedstakeholderrelationshipsandthereputationalimpacts.

Customersofdatacentredevelopers,particularlyhyperscalersandotheranchortenants(e.g.,largeenterprises),operateontightschedules.Thismeansthatanydisruptioninfacilityavailabilitycanpushthesecustomerstowardcompetitors.Atthesametime,capital,equipmentandlabourcostsaccumulaterapidly,increasingthedevelopers’financialburdenfromevenminoroverrunsandlimitingtheavailabilityoftheconstructionteamtoworkonnewprojectsinthepipeline.

Toaddressthesechallenges,datacentredevelopersmust:

•Planfordisruption:Useproactivescenarioplanningandstronggovernancetomaketheprojectplanasresilientasthesiteitself.

•Implementstandardised,real-timereporting:Equipconstructionmanagerswithliveinsightstoaddressrisksearly.Integratedreportingenablestimelyescalation,reducingoverrunsand

improvingcontrol.

•Proactivelymanagerisks:Defineandcommunicateaclearriskmatrix,escalationpathandretrospectiveprocesstoenablerapidissueresolutionandcontinuousprocessimprovement.

•Deploysmartertools:Adoptdigitalsolutions,integratingadvancedtechsuchasAI,andprioritiseinteroperabilitytoenhancedeliveryefficiency.

1Source:

CitiResearch

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Tableofcontents

Foreword 2

Methodology 2

Intervieweeprofiles 2

Editorialindependence 2

Thetruecostofdelaysindatacentreconstruction 3

Countingthepriceofdelay 5

OverallimpactonIRR 8

Beyondthebalancesheet:Theindirectcostsofdatacentredelays 8

Successthroughcontrol:Howeffectiveprojectmanagementandreportingeliminatedelays 10

Corereportingchallengesindatacentreconstruction 11

Complexstakeholdermanagement:Thecoordinationbottleneck 11

Thedataintegritychallenge:Inconsistentreportingandtheburdenofmanualvalidation 12

Theresourceconstraintschallenge:Labourshortagesandsupplychainuncertainty 13

Theregulatoryandregionalcomplexitychallenge:Navigatingcompliance,certificationand

culturalbarriers 14

Optimisingreportingandriskmanagement:Bestpracticestopreventdelays 15

Planfordisruption:Expecttheunexpected 15

Standardisecustomisablegovernance:Createclearreportingandcommunicationstructures.16

Proactiveriskmanagement:Identify,trackandmitigateearly 17

Smartertools:Usetechnologytoenhancevisibilityanddecision-making 17

Conclusion 19

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Countingthepriceofdelay

Thisreportexploresthetruecostofdelaysindatacentreconstruction,gatheringdatafrominterviewswith14datacentredevelopmentprofessionals,plussecondarysources,andexaminesbothdirectfinancialimplicationsandindirectconsequencesofdelays.Moreimportantly,itoutlinespracticalstrategiestomitigatetheserisks,focusingonstructuredgovernance,proactiveriskmanagementandadvancedreportingframeworkstominimiseunforeseenissues,accelerateissueresolutionandensureon-timedelivery.

Figure1:Thetruecostofaone-monthdelayofanindicativedatacentreproject

Source:STLPartners,estimationcalculatedfromindustryinterviewscompletedinJanuary2025

OurresearchshowsthateverymonthofdelayinthecompletiondateofadatacentreconstructionprojectcoststhedeveloperanestimatedUSD14.2million,assumingtheygoontooperatethefacilitypost-completion.

Asshownin

Figure1,

thisestimationcoverslostrevenue,labourcostoverrunsandservice-levelagreement(SLA)fines-itislikelyaconservativeestimateasnoconsiderationisgiventoadditionalcosts,suchasconstructionequipment,equipmentstorageandcostofcapital.Thiscalculationassumesasingle-tenant60MWdatacentrefacilityintheUS.

Breakdownofeachcomponentofthisestimationisasfollows:

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Revenueloss

Themostimmediateandquantifiableimpactcomesfromdelayedrevenuerealisation.Revenuelossindatacentreconstructionoccurswhendelayspreventthefacilityfrombecomingoperationalandgeneratingincomeasplanned.Customercontractscanstartfromkeymilestonedates,rangingfromprebuildforhyperscalersthroughtoshellandcorehandoverforlargecolocationcustomers,meaningdelaysrepresentpermanentlostrevenuethatcanneverberecovered,impactingtheproject’sreturnoninvestment(ROI)andlong-termfinancialviability.IntheUS,wheretypicalleaseratesfordatacentrespacehoveraroundUSD180/kWpermonthinkeyareas,a60MWfacilityfacesrevenuelossesofUSD10.8millionfromeverymonththatthecompletionisdelayed(assumingsingle-tenantarchitecturewithimmediatesiteutilisationof100%)

.2

Labourcostoverruns

Constructiondelaysleadtosignificantlabourcostoverruns,ascontractors,projectmanagersandengineersmustremainengagedbeyondschedule-thoughifthedelayiscontractor-driven,theymaybearthesecosts.Manycontractsrequireminimumlabourcommitments,forcingpaymentevenifworkstalls.Separately,datacentretechniciansandsalesteamshiredtorunthesiteandmanagecustomersmuststillbepaidfromtheplannedstartdate.Fora60MWfacility,withanassumptionof300workingcontractorsonsitealongsideprojectmanagementoverhead,workingata50%marginabovewages,thiscomestoamonthlyrunrateofUSD1,947,000.Inaddition,60datacentretechnicianswillbeonstandbyforgoinglive,conformingtoindustrystandardsofroughlyoneon-sitetechnicianperMWoffacilitycapacity,atatotalofUSD255,000permonth.ThesecombinedcostscanreachUSD2.2millionpermonth

.3

Afurtherchallengeariseswithseasonallabouravailability,asdelayscanalsodisruptworkforceavailability,potentiallyfurtherextendingprojecttimelines.Manyskilledworkersinvolvedindatacentreconstructionoperateonshort-termcontracts,movingbetweenprojects.Ifadelaypushespasttheiravailabilitywindow,theymayleaveforotherjobs,depletingthelabourpoolatacriticalphase.Thisforcesprojectmanagerstoscrambleforreplacements,oftenleadingtolabourshortages,slowerexecutionandlossofspecialisedexpertise.Theresultingdelayscanfurthermisalignschedules,causingadditionalattritionandescalatingtheriskofprolongedoverruns.

SLAfines

DatacentredevelopersfrequentlysignSLAswithcustomers,committingtostrictprojectdeliverytimelinesthatensureinfrastructureisavailablewhenpromised.Theseagreementsareespeciallyrigidforhyperscaletenantswhichoperateonpreciseexpansionschedulesandrelyonnewfacilitiestosupporttheirgrowingcustomerbases.SLAfinesdirectlyerodeprojectmarginsandsomeagreementshaveescalatingpenalties,makingextendeddelaysexponentiallycostlier.FinescommonlystartataroundUSD100,000perweekforenterprisetenantsandoftenexceedUSD300,000perweekforhyperscaletenants(USD1.2millionpermonth)

.4

2Source:

Statista

3Source:

USBureauofLaborStatistics-OccupationalEmploymentandWageStatistics

4Source:STLPartnersindependentresearch

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Thefinancialimpactofdelaysextendsfarbeyondthesethreeimmediatelyquantifiablecosts,withalongtailofdirectcostswhichcanspiralintheeventofprolongeddelays.Theseinclude:

Costofcapital

Large-scaledatacentreprojectsaretypicallyfinancedwith30-40%equityand60-70%debt

,5

balancingriskandcapitalefficiency.Debtfinancingcommonlyusesrepaymentschedulesalignedtorevenuegenerationdates.Whendelaysoccur,organisationsincurunexpectedinterestpaymentsservicingthisloan,addingunplannedexpensesinastrainoncashflow.Thiscannecessitaterefinancingoralteringtermswhichincursbothanoverheadintherenegotiationaswellastightercontractualterms,suchashigherinterestratesoradditionalfees.Fora60MWfacility,thedebtburdencanbeupwardsofUSD360million,meaningthatevenservicingtheinterestforanadditionalmonthbeforeprincipalrepaymentstartscoststheprojectaroundUSD1.8million,dependingonfinancingterms(ourcalculationassumesa6%interestrate).Additionally,theprocurementofkeyequipmentmayneedtobetimedtocapitaliseonfavourableexchangerates,especiallyinmarketssubjecttocurrencyvolatility.Therefore,forCFOsandfinancedirectors,delaysresultinacomplexbalancingactofmanagingcashflow,renegotiatingtermsandmitigatingfinancialrisk,allwhileensuringthatstrategicobjectivesaremet.

Equipmentstorage

Equipmentstoragecostscanbecomeasignificantconcernacrossaproject’slifecycle,inparticularinthelead-uptokeyprojectmilestonessuchasthebuildingbecomingweathertight.Sensitivecomponents,suchasswitchesandservers,requirecontrolledenvironmentsfortemperature,humidityandairquality,tominimisedegradationandoptimisecomponentperformanceandlifespan.Thismeanstheirinstallationishighlydependentonheating,ventilationandairconditioning(HVAC)andadjacentinstallations.Giventhecurrentextendeddeliveryleadtimesforthistypeofhardware,constructiondelayscancreateaneedtotemporarilystoretheseitemsinspecificconditions,atshortnotice.Beyondtheimmediatecosts,prolongedstoragewilllikelyimpactthevaluederivedversusthedepreciationprofileoftheasset.Inextremecases,suchdelayscanleadtonewcomponentmodelsbeingreleasedbetweenprocurementandinstallationwhichcanimpactcustomerspecificationsandleadtoduplicationandredundancy.

Constructionequipment

Anotheroften-overlookedconsequenceistheextendedcostofleasedorrentedconstructionequipment,suchascranes,scaffoldingandheavymachinery.Manyoftheseassetsarecontractedonfixedrentalterms,meaningdelayspushtheseexpensesbeyondtheoriginallybudgetedperiod.Unlikelabourcosts,whichmaybescaledinslowperiods,rentalfeesaccumulateregardlessofusageandcanevenescalateincertaindelayscenarios.

5Source:

NortonRoseFulbright

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“Privateequity-backedprojectsare

incrediblysensitivetotime.Theyneedto

becompletedwithintheirinvestment

window,andanydelayscausearipple

effectonexpectedreturns.”

Corporatedevelopmentdirector-UKdata

centreoperator

OverallimpactonIRR

Fordatacentrebuildssponsoredbyprivateequity(PE)andotherinstitutionalinvestors,maintainingahealthyIRRisthekeytoasuccessfulproject.However,justthreemonthsofdelaycanreducethisfigureforourindicative60MWsitefrom17.1%to12.6%,withasix-monthdelaycuttingthisfiguredrasticallytojust8.8%,thankstoacombinationoflostrevenue,costoverrunsandfinancingadjustments.

Figure2:DatacentredeliverydelayscandecimateIRR

Delaylength(months)

0

1

2

3

4

5

6

IRR

17.1%

15.5%

14.0%

12.6%

11.3%

10.0%

8.8%

Source:STLPartners

Beyondthebalancesheet:Theindirectcostsofdatacentredelays

Whilethedirectfinancialimpactofdelays,suchasrevenueloss,costoverrunsandSLAfinesalonearesubstantial,theindirectcostsareoftensignificantlydamagingaswell.Thesehiddencostsextend

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beyondfinancialstatements,affectingcustomerrelationships,marketreputationandlong-termcompetitiveadvantage.Unlikedirectcostswhichcanbequantified,understoodandmitigated,indirectcostscanbesweptunderthecarpetasknownunknownsnotimpactingtheshort-termgoalsofaspecificindividual.However,theycanhavebroaderstrategicimplicationsthatmaytakeyearstofullymaterialise.

Reputationaldamage:Thelong-termtrustdeficit

Inthehigh-stakesworldofdatacentreconstruction,reliabilityandcredibilityareessential.Delaysnotonlycausefinancialstrainbutalsoerodetrustamongcustomers,partnersandinvestors.Justonedelayedprojectandsitehandovercanactasasignalforprospectivecustomers,impactingtheirdatacentredeveloperscoringacrossmetricssuchasscheduleadherenceandcostefficiency,thus

“Yourreputationsurvivesonthelastdata

centreyoubuild,sotheremustbegreat

caretakeninmakingsurethatyouare

tryingtoriskmitigateallthewaythrough.”

Chiefinvestmentofficer-UKdatacentre

operator

impactingtheirlikelihoodofsuccesswithfuturebids.Reputationisbuiltgraduallybutbrokeninstantly,especiallywithinthesmall-butgrowing-circlesofthedatacentreindustrywherevendorscoringsystemsplayacrucialroleindeterminingfuturecontractawards.Incompetitivemarkets,thislossofcredibilitycanbejustasdamagingasfinancialpenalties,asitinfluenceswhetheranoperatorisconsideredforfutureprojectsandexpansions,withahypothetical10%reductioninwinprobabilityofthenextcontractworthuptoUSD1millionperMW

6

inweightedpipelinereduction.

Competitivepositioning:Losingmarketsharetofastercompetitors

Supplyconstraintsandlongleadtimesmeanthatcompaniesthatcandeliverprojectsontimegainasignificantcompetitiveadvantage.Thisisexacerbatedforoperatorsseekingtoexpandintonewregions,wheredelaysinmarketentryduetoconstructionholdupscaneliminatefirst-moveradvantage

“Delaysinourbuildaffectcustomerspace

allocationglobally,causingdisruptions

acrossregions.”

Seniorconstructionmanager-

Hyperscaler(APAC)99

andmateriallyimpactcompetitiveadvantageoveramulti-yeartimehorizon.Thisisespeciallyrelevantinmarketswithlimitedpoweravailability,wherebeingfirsttosecuregridaccessandpermittingapprovalscanlockoutcompetitors-withdelaysextendinguptofiveyearsforgridconnections

.7

6

7

AssumingtotalconstructioncostsofUSD10millionperMW.Source:

D

Source:

DatacenterDynamics

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Successthroughcontrol:Howeffectiveprojectmanagementandreportingeliminatedelays

Datacentreconstructionisinherentlycomplex,requiringthecoordinationofmultiplecontractors,regulatorybodies,equipmentsuppliersandinvestors—allunderunforgivingdeadlinesandhighfinancialstakes.Whiledelaysareofteninevitableduetounforeseenissuessuchassupplychaindisruptions,regulatorybottlenecksandlabourshortages,theirultimateimpactcanbesignificantlyreducedthroughproactiveprojectmanagementandrobustreportingpractices.

ThekeyprincipleatplayhereisMurphy’slaw:“Anythingthatcangowrong,willgowrong”.Whileunexpectedissueswillalwaysariseinlarge-scaleprojects,thedifferencebetweenamanageabledelayandacatastrophicoverrunishowquicklyandeffectivelyteamscandetect,assessandrespondtoemergingrisks,issuesanddependencies.

Reportingisnottheonlywaytomitigateagainstdelay,butitisthemostcost-effective,holisticandscalablesolution.Whileothermethodssuchasdynamic

“Delaysareinevitable,butbetterplanning

andreportingcanmitigatemostofthem.

Wecan’tpreventeveryissue,butifyou

anticipaterisksearly,youhaveachanceto

adjustbeforetheycauserealdamage.”

Constructionmanager-Hyperscaler(APAC)

workforcemobilisation,earlyprocurementoflong-leaditemsandprefabrication/modularconstructionhelppreventdelays,eachhaslimitations.Dynamicworkforcemobilisationsecureslabourbutonlywithpre-approvedcontractors,earlyprocurementreducessupplyrisksbutdemandsupfrontcapital,whileprefabrication/modularconstructionacceleratestimelinesbutdependsondesignstandardisationandsupplychainstability.Thus,thoughthesestrategiesimproveresilience,onlystructuredreportingensuresreal-timevisibilityandrapidresponse—allowingteamstoactbeforeminorissuesbecomemajordelays.

Thebiggestchallengeindatacentreconstructionisthelagbetweenissuesarisingandmanagementidentifyingthem.Delaysworsenwhenpoorreporting,inconsistentdataandsiloedcommunicationkeepproblemshiddenforweeks.Effectivereportingandprojectmanagementclosethisgap,ensuringearlyriskdetection,data-drivendecisionsandfasteraction.Beyonditsoperationalbenefits,reportinggivesprojectmanagersaseatattheC-leveltable,enablingthemtodrivehigh-stakesdecisionsandproactiveriskmitigation-inasectorwheredelayscostmillions,thosewhocontroltheinformationflowcontrolprojectsuccess.

Effectivereportingisthefoundationofsuccessfuldatacentreconstructionasitistheonlywaytoenabletimelymitigationofrisksastheyariseandfacilitatedeliveryontimeandonbudget.

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Corereportingchallengesindatacentreconstruction

Whiletheimportanceofeffectivereportingindatacentreconstructionisclear,achievingitisfarfromstraightforward.Complexstakeholderdynamics,inconsistentdataintegrity,resourceconstraintsandregionalcompliancerequirementscreatesignificantobstaclestotimelyandaccuratereporting.Thesechallengesnotonlyhinderreal-timevisibilitybutalsoincreasetheriskofdelays,misalignmentandreactivedecision-making.Successindatacentreconstructionultimatelyhingesonadeepunderstandingofthesecorechallengesandthestrategicmeasuresneededtoovercomethem.

Complexstakeholdermanagement:Thecoordinationbottleneck

Datacentreconstructionprojectsinvolveacomplexreportinghierarchy,includingC-levelexecutives,projectowners,contractors,suppliers,regulatorsandendcustomers,eachrequiringadifferentlevelofdetailandreportingfrequency.Eachofthesegroupsneedsvariouslevelsofdetailanddatapresentation,makingeffectiveinformationflowasignificantchallenge.Withoutstandardisedandrigorousreportingprocesses,projectteamsstruggletogainvisibilityofcriticalpathupdates,aligndependenciesandidentifyrisksinrealtime,leadingtoinefficientdeliveryconstrainedbydelaysinissuedetection,escalationandresponse.

Oneofthemostpersistentissuesisreportingcadencemisalignment,inwhichdailysiteupdates,weeklyflashreportsandmonthlyexecutivebriefingsareproducedindifferentformatsfordifferentaudiences.Thisfragmentedapproachoftenresultsinprojectmanagersspendingexcessivetimereconcilinginconsistenciesacrossreports,manuallycompilingdatafrommultiplesources,andensuringthatupdatesarecoherentandactionable.Misalignmentinreportingstructuresoftenleadstoconflictinginterpretationsofprojectprogress,causingdelaysindecision-makingand,insomecases,erodingtrustbetweenteams.

Giventheincreasinglyglobalnatureofthedatacentreboom,cross-bordercoordinationintroducesanadditionallayerofcomplexity,requiringteamstocoordinateacrossmultipletimezones,languagesandregulatoryframeworks.Forexample,arecentdatacentreprojectintheDemocraticRepublicoftheCongofacedchallengeswhenlocalcontractorsonlyspokeFrench,whilereportingwasrequiredtobeinEnglish-addinganadditionallevelofcomplexityincoordinationandensuringtheaccuracyofmessaging.Furthermore,inconsistentterminologyandregionaldiscrepanciesincompliancerequirementscanleadtosignificantdelaysifreportingstructuresarenotdesignedtoseamlesslyintegrateglobalstandardsalongsidelocalrequirements.Differencesincertificationsandregulations

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acrossregionscancomplicatetheuseoffullystandardisedtooling,requiringadditionalmanual

adjustmentsbeforeexecutivereportscanbesent.

“It’spossibletoendupinasituationwhere

Thiscoordinationisamajortimedrainmultipleindependentcontractorscreatea

forprojectmanagerswhospendupto‘blameculture’requiringconstantmediation.

50%oftheirtimemanagingcontractorsProjectoversightbecomesmoreabout

andaligningreports.Thishighdisputeresolutionthanaboutactuallykeeping

administrativeburdenleaveslittletheprojectontrack”.

bandwidthforstrategicproblem-solving,

riskmitigationandforward-lookingPlanningprofessional-Datacentre

constructioncompany

planning—shiftingprojectoversightfromapreventivetoareactivemodel.

Thedataintegritychallenge:Inconsistentreportingandtheburdenofmanualvalidation

Accurateandtimelydataisessentialforeffectivedecision-makingandriskmitigationindatacentreconstruction.However,disparitiesindataquality,lackofstandardisationandfragmenteddigitaltoolscreatesignificantchallengesinmaintainingdataintegrityandprojectvisibility.

Apersistentissueisthemanualreconciliationofmetricsfromexternalcontractors.Forexample,progresstrackingmaybereportedaspercentagecompletion,milestone-basedphasesorrawlabourhours,whilefinancialdatacanvarybetweenlumpsumcostsanditemisedinvoices,makingdirectcomparisonsdifficult.Thislackofstandardisationrequiressignificantadministrativeefforttoreconcilediscrepancies,slowingdowntheprocessofcompilingaccurateprogressupdatesandshiftingreportingfurtherawayfrombeingreal-timeandactionable.Withoutaunifiedreportingstructureandglossary,inconsistenciescancreateconfusionandleavedecision-makerswithimperfectinformationfromwhichtomakecrucialprojectdecisions.

Thefragmentednatureofreportingtoolsenhancestheseissuesofreconciliation.Manyteamsjugglethreetofourdifferentplatforms(suchasProcore,MicrosoftProjectandAutodeskBIM360)withoutseamlessintegrationbetweendesign,scheduling,budg