Industry
The order book, the floor and the stock position should be the same conversation.
Operations
Common situations to examine during discovery with the people who do the work.
Production is scheduled on a whiteboard.
Capacity, materials and due dates are balanced in someone head, so a change to one order is invisible to the rest.
Trade customers order by email.
Orders arrive as messages and attachments and are keyed in by hand, with the errors that implies.
Stock on the system and stock on the shelf disagree.
Quantities are adjusted rather than derived from movements, so the discrepancy cannot be traced.
We quote lead times we cannot keep.
Promised dates are estimated without reference to committed capacity or material availability.
Customer specific pricing lives in a spreadsheet.
Contract prices, volume breaks and rebates are applied manually and inconsistently.
The ERP cannot do what the floor needs.
A workflow the ERP does not model ends in a spreadsheet beside it, and the two drift apart.
Software capabilities
Join supplier orders, expected receipts and material allocations. Model units of measure and conversions explicitly. A part ordered in cases and consumed individually must not change quantity meaning between systems.
Track work orders, material consumption, finished stock and location transfers. Barcode events should identify item, quantity and location. Record scrap and adjustments with reasons instead of silently overwriting a balance.
Support customer-specific catalogs, order approvals, partial shipments and backorders. Define which ERP or warehouse system owns each record. Reconcile integration exceptions before promised delivery dates become customer commitments.
Related solutions
Integration
Identify the system of record, available interfaces and vendor access before defining the integration scope.
| ERP, enterprise resource planning | The financial and inventory record. We extend and integrate rather than modify, which is what protects your upgrade path. |
|---|---|
| Production scheduling | Work orders against real capacity and material availability, with the effect of a change visible across the schedule. |
| Trade ordering portal | Contract pricing, order history, reordering and stock visibility for trade customers, without an ERP licence. |
| Warehouse scanning | Receiving, picking, packing and counting on devices, posting movements as they happen. |
| Pricing rules | Customer specific prices, volume breaks and rebates applied consistently by rule. |
| Reporting | On time delivery, order to ship time, stock turns and margin by product and customer. |
Security and implementation
Restrict stock adjustments, purchasing approvals and financial exports by role. Maintain an audit trail for lot or serial changes where required. Networked shop-floor devices need scoped credentials and a revocation plan.
The final stack depends on existing systems, device requirements and data access.
Your team
Every engagement has a dedicated project manager and a team lead with years of industry experience. Onshore and offshore engineering teams are both available, and the mix is agreed with you.
| Project manager | Dedicated to your engagement, responsible for scope, cadence and delivery |
|---|---|
| Team lead | Years of industry experience, accountable for technical decisions |
| Engineers | Onshore and offshore, sized to the scope agreed in writing |
| Quality assurance | Testing against the specification rather than against the code |
| Coverage | Time zone coverage for North America and Europe |
| Support | Support in English, French, Spanish and Filipino |
FAQ
No. We build around it through supported interfaces, which keeps upgrades ordinary and avoids the cost of a customised platform.
Yes, through a portal with their contract pricing, order history, stock visibility and reordering, which removes the email keying.
Once committed capacity and material availability are in one model, yes. A promised date becomes a calculation rather than an estimate.
Yes, with component consumption recorded as movements and labour captured against the work order.
Yes, with scanning for receiving, picking, packing and counting, posting movements as they happen rather than at end of shift.
Because a ledger explains itself. Every quantity has a history, so a discrepancy is traced to a movement instead of argued about.
Tell us where the current process breaks down. We can map the workflow, examine the integration requirements and define a practical scope for the build.