We are not a generalist firm with an industry page. These are the five sectors our team has actually worked inside — where we already know what a batch record has to survive, why a bonded warehouse cannot use the same stock logic as a shop, and what happens at a plant gate at shift change.
A plant runs on shift rhythm. The ERP is measured on output. The gap between what actually happened on the floor and what the system recorded is where cost quietly accumulates — in stock that does not reconcile, movements nobody logged, and quality decisions taken verbally.
Most of our work here closes that gap: capturing the transaction where it happens, in the seconds available, and posting it into the ERP without a person retyping it.
Batch, shelf life, excise and accreditation mean the record has to be defensible, not merely accurate. It has to show who did what, when, against which specification — months later, to somebody hostile.
That changes how the system is built. Corrections happen through logged reversals rather than edits, approvals are attributable to named users, and nothing important is recoverable only from somebody's memory of the shift.
Goods move across custody, jurisdictions and duty regimes. In bonded and free-zone operations the paperwork is the product — a consignment without its documentation is not an asset, it is a liability sitting in a yard.
Stock logic here is not shop logic. Ownership, duty status and physical location are three different questions about the same pallet, and the system has to answer all three independently.
One stock position and one price across the counter, the web and the field — with GST correct in all of them. It sounds simple and almost never is, because each channel was usually bought separately and each keeps its own quiet copy of the truth.
Our position is that the ERP holds the master and nothing downstream maintains a competing one. That single rule removes most of the reconciliation work a distribution business does by hand.
A service business is measured on the appointment, the follow-up and the record — and those three usually sit in different systems that were never introduced to each other. The cost shows up as a coordinator re-keying, and as a follow-up that quietly does not happen.
We build the layer that joins them, and we treat the record as evidence rather than as content: who entered it, when, and what it replaced. Consent and access are designed in at the start, because retro-fitting them to a live patient system is expensive and rarely convincing.
Industry knowledge tells us what to build. These decide how it gets built, and they are the same whether it is a plant, a bonded warehouse or a retail counter.
Item, price and tax live in one place. Nothing we build downstream maintains a competing copy, which is why pricing disputes stop happening.
If the downstream system is unavailable, the transaction queues and retries. It is never silently dropped, and somebody is told.
Named users, per-application service accounts, and an audit trail that shows who did what. No shared logins, anywhere.
Boring, hireable technology. Source, credentials and deployment documentation refreshed with every release.
Say so. We would rather tell you we lack the domain knowledge than learn your industry at your expense — and if we know somebody better suited, we will point you at them.
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