We build across a range of industries. We specialise in manufacturing.
We have built platforms for businesses well outside a factory, and the problem underneath is almost always the same. Australian and New Zealand manufacturing and wholesale distribution is where we have gone deepest, and that depth is why the builds are fast. We're not learning your industry on your budget.
If this is roughly you, we've built for you before.
- Revenue between $1M and $30M
- Big enough that the operation has real complexity. Small enough that a six-month implementation would do genuine damage, and that the owner is still close enough to the floor to know where it hurts.
- Five to fifty staff
- Which is exactly the headcount at which per-user licensing starts to punish you for hiring, and at which "just give the new person a login" becomes a budget conversation.
- Real inventory or job complexity
- Things get made, assembled, kitted, machined, coated, batched or shipped from more than one place. If your product list is twelve items that never change, you probably don't need us.
- A system that half fits
- You're on Cin7, Unleashed, MYOB Exo, Ascentis, SYSPRO, Simpro or spreadsheets, and there are at least three things everybody knows the software can't do, so nobody asks anymore.
The things we won't need you to explain.
Written for someone who runs a factory, not for someone who buys software.
- Multi-level bills of materials
- A BOM that goes three or four levels deep is not a longer list, it is a different problem. Demand has to explode down through every level so that ordering a finished unit pulls the sub-assemblies, and the sub-assemblies pull the raw stock, in one pass rather than three people checking manually.
- Revisions have to carry a date and reach the floor, so the job that started last Tuesday is still built to the drawing it was quoted on. And you need where-used, so that when a supplier discontinues one bracket you can see every product it appears in before you promise a lead time.
- Made versus bought, and the machinist in between
- A sub-assembly you build in-house consumes capacity and raw stock. The same part sent to an external machinist consumes a purchase order, a lead time and a piece of your stock that has left the building but is still yours.
- Those two behave nothing alike, and most systems treat them as the same record with a different tick box. Subcontract work sitting at a third party needs to be visible as stock you own, in transit, with a date on it.
- Committed stock
- On hand is not the number that matters. Available is what's on hand minus what is already promised to sales orders and consumed by open work orders, plus what is genuinely inbound with a confirmed date.
- Most systems either hide committed stock or bury it two screens down, which is precisely how the same part gets promised to two customers in the same afternoon. It belongs on the front screen, next to on hand, in the same size type.
- Production scheduling against real capacity
- A work order raised from the BOM, sequenced against the machines and the people who can actually run it. What's on the floor now, what's queued, what is waiting on a part that hasn't landed, and what that does to the promise date you gave the customer.
- The useful version of this is not a Gantt chart nobody maintains. It's a screen the supervisor can look at on a tablet at seven in the morning and know what to start.
- Forecast-driven purchasing
- Reorder points set three years ago are wrong now. Purchasing should be driven by what's actually committed and what usage has looked like recently, adjusted for each supplier's real lead time rather than the one on their website.
- The output is a suggested order you approve, not a spreadsheet somebody rebuilds each Friday afternoon.
- Batch and lot traceability
- Forwards and backwards. From a raw material batch to every finished unit that contains it, and from a customer complaint back to the batch, the shift and the supplier delivery.
- If you make food, chemicals, cosmetics, laboratory supply or anything that ends up in a defence or medical chain, the recall question is not theoretical, and answering it in an afternoon rather than a fortnight is the difference between an incident and a crisis.
- Compliance evidence that's already assembled
- Material certificates attached to the batch. Test results attached to the job. Drawing revisions attached to the work order. Signed-off inspections attached to the despatch.
- When the auditor arrives, or a customer runs a supplier review, the evidence is already collected against the thing it belongs to rather than in a folder structure that one person understands.
- Job costing that tells the truth
- Real margin per job, per customer, per product, with the labour and the scrap and the rework in it rather than a standard cost that hasn't been revisited since the last price rise.
- Most operations we meet are confident about their overall margin and wrong about which customers are producing it. That's usually the most valuable screen in the whole system.
If you don't make it, you still have most of these problems.
Stock in two warehouses and a van is three numbers, not one. Transfers need to be in flight, not teleported, and a picker in the second site needs to see what the first site has already committed.
Bundles, packs and made-up kits are a bill of materials whether or not anyone in the business calls it one. Selling the kit has to draw down the components.
Price lists, contract rates, volume breaks and the three accounts with an arrangement made verbally in 2019. It needs to be in the system, not in the head of whoever takes the order.
Customers checking stock, placing repeat orders, tracking despatch, requesting quotes and paying, without occupying somebody in your office for the morning.
Where we work.
If your sector isn't on the list but the words above sounded like your Monday, the answer is almost certainly yes. Ask.
What we hear in almost every first call
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Reporting means exporting to Excel and rebuilding the dashboard in Power BI.
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We've got eight licences and some days that's not enough.
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It's a good system. It's just clunky, and it doesn't do what we actually need.
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We were quoted $50,000 and six months, so we didn't do it.
Every one of these is from a real conversation with an Australian manufacturer this year.
We'd rather say so now than three weeks in.
- Businesses without a real operational problem. If a spreadsheet genuinely covers it and nobody is losing hours a week to the joins between systems, you don't need us, and we'll say so on the first call.
- Businesses that want an off-the-shelf product with a discount. We don't sell licences. If the requirement is genuinely generic, an existing product will serve you better and cost less.
- Operations that need the system live next week. Discovery is not a formality and we won't skip it. Thirty days is fast. It isn't instant.
- Anyone who wants us to replace their accounting. Xero and MYOB are good at the books. We integrate with them and leave your accountant's world alone.
Let us show you your own business in a system.
Your products, your workflow, your terminology, built in 48 hours. Free, before you spend anything.