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Software for Manufacturers

Integration with what you already run, not a replacement for it

Manufacturing software splits across two moments in a business: running the factory you have, and deciding which factory to build. We work at both ends, and they have almost nothing in common except that the hard part is never the software.

For an established manufacturer, the work is almost always integration with an ERP you already run rather than a greenfield build. That sounds easier than it is. The features are straightforward; the data is where projects go wrong.

What breaks here

  1. The item master grew by accident

    Ten years of additions, three naming conventions, discontinued items nobody deleted, and a product hierarchy designed by someone who left in 2016. Any system you put on top inherits this, and no amount of interface design hides it. Most of the first phase of a project like this is spent here.

  2. Three systems disagree about stock

    The ERP says one figure, the warehouse says another, and the sales team has stopped asking either and phones the storekeeper. Once that habit forms, every downstream system is built on a number people do not trust.

  3. The factory cannot see the channel

    Production plans against a forecast assembled from memory and optimism, because the only people who know what is actually moving are dealers, and nothing collects it.

  4. Field sales runs on paper and WhatsApp

    Orders arrive as photographs of handwritten sheets, get typed in by someone at head office, and the errors surface at dispatch. The field team is not the problem — nobody has given them something faster than a photograph.

  5. Schemes and claims settle months later

    A dealer believes he is owed one figure, your records say another, and the conversation happens quarterly with a reconciliation nobody enjoys. Most of the disagreement is not dishonesty, it is that the calculation was never recorded as it was agreed.

  6. Secondary sales are invisible

    You know precisely what you dispatched. You do not know what sold. The gap between those two numbers is where stock sits, where schemes are mis-targeted, and where a market turns before anyone notices.

  7. The reports exist and nobody trusts them

    Often because the person compiling a number is also measured by it. That is an organisational problem, but software either entrenches it or fixes it, and the choice is made at design time.

What we build for it

  • Dealer and distributor portals — ordering, pricing, credit visibility and claim status, sitting on top of your existing ERP
  • Field sales tools that work on a phone, in a market, with a weak connection and no time
  • Order capture that replaces the photograph of a handwritten sheet, with the validation applied at the point of entry rather than at dispatch
  • Scheme and claim management, with the calculation recorded as it was agreed so reconciliation is a report rather than an argument
  • Secondary sales reporting — what happened to the goods after they left your invoice
  • Dispatch and production visibility pushed out to the channel, so your office stops answering the same question by phone
  • Integration layers for SAP, Tally and custom ERPs, built so your system of record stays the system of record

Before the factory exists

We also work a long way upstream, with people deciding what to manufacture in the first place. That means project feasibility with full investment breakdowns, demand data, machinery and supplier directories, and the detailed project and credit-monitoring reports a bank requires before it will lend.

Building for that audience taught us a great deal about how small manufacturing businesses in India are actually financed — which is considerably less tidy than the textbooks suggest, and useful context when a growing manufacturer comes to us later.

What this means for your project

We integrate, we do not replace. Your ERP stays where it is. Proposing to rip out a working system of record is how vendors win a sale and lose a client, and we would rather build the layer your people actually touch.

The first conversation is about your item master, not about features. If the product data is in poor shape we will say so early, tell you what it will take to clean up, and let you decide — rather than quoting around it and discovering it in month three.

We would rather fix one number people distrust than add five reports nobody opens. Adoption in a manufacturing business turns almost entirely on whether the figures are believed.

The other industries we work in

Tell us what you are running

Describe your ERP, your channel and the report you wish you could trust, and we will tell you how we would approach it.

Start a conversation

Tell us what you are building

We will tell you how we would approach it, and whether we are the right fit.

Start a conversation