In construction, the real cost does not arise only when you build a structure, but also when a project stops. Blocked projects—due to financing issues, permits, litigation, or economic uncertainty—generate losses that are not immediately visible in the balance sheet, but accumulate rapidly.

The first cost is the direct financial one: acquired land, design work, studies, permits, and fees already paid. These amounts become immobilized capital, generating no return. If the project does not start, the investment produces no cash flow, yet continues to generate expenses: interest, taxes, maintenance.

The second cost is the loss of opportunity. In volatile periods, delaying construction may mean higher prices for materials or labor, changes in market conditions, or the loss of anchor tenants. Restarting the project can become more expensive than continuing it would have been.

There are also indirect operational costs: suspended contracts, project teams retained without activity, and affected commercial relationships. For developers and contractors, repeated blockages erode credibility and access to financing.

In the industrial and logistics sectors, delays may result in the loss of productive investments or manufacturing contracts. In residential development, postponing launches reduces liquidity and increases the developer’s financial risk.

Modern financial analysis shows that “not building” has a real, measurable cost: tied-up capital, lost returns, and additional risks upon relaunch. In many cases, the losses generated by stagnation are comparable to those of an inefficiently executed project.

For 2026, the critical decision is no longer just “when do we build,” but “how much does it cost us to wait.” In a volatile market, inaction can become the most expensive option.

(Photo: Freepik)