The kilos leaving for the workshop, the metres coming back, the waste in between, quality rejects and the month-end settlement are gathered in one place. The workshop sees a single screen on a smartphone; you see all of it at once from the office. Because part of Gaziantep's textile and carpet chain runs outside the factory's four walls, in subcontract workshops, every kilo that goes unrecorded turns into an argument at month-end.
Subcontractor tracking is really the ability to answer one question at any moment: which goods, in what quantity, are with whom, and since when. That needs neither a big ERP rollout nor a computer in the workshop. One record at dispatch, one record on return, and the difference between them evaluated against a rule — that is enough. The system is not built to do the month-end maths for you; it is built so that when settlement time comes, there is nothing left to argue about.
As goods leave for the workshop, a record is opened from a phone or terminal: product, batch, quantity, weighing value, workshop and date. On return the same batch is scanned and the incoming quantity entered. Instead of a paper slip there is a timestamped, photo-backed record you can go back to. The van's load list comes from the same record; the person at the dispatch gate no longer keeps a separate notebook.
An acceptable waste rate is written into the system for every product and process type. If the returned goods fall outside that rate, the record is flagged automatically and a reason is required. Quality rejects are recorded as a separate item with photos and a reason code — so what gets discussed at month-end is the data sitting in the system, not who remembers what.
The workshop's settlement is calculated from the accepted quantity, unit price, waste deduction, quality deduction and advances paid. The workshop sees the same breakdown on its own screen and objects line by line if it disagrees. The job of rebuilding the month-end Excel disappears; the settlement is simply the sum of records that built up through the month.
There is no complex program on the workshop side. There is a single screen that opens on a phone, showing the jobs coming in, the quantity due back and the settlement breakdown. Each workshop sees only its own data — never another workshop's prices or jobs. For a workshop owner who does not use computers, the design test is this: if it takes more than two taps, it is designed wrong.
A single board showing which batch is at which workshop and how many days it has been waiting. Jobs approaching their deadline appear first; overdue ones are flagged separately. Delays are learnt from your own screen, not from the customer's phone call — leaving time to intervene.
Goods at subcontractors stop being invisible stock; they are tracked as consignment stock and matched against your existing ERP. Without touching your Logo, Mikro or Netsis backbone, we feed the quantity and cost side through an integration bridge. The chronic count discrepancy finally becomes explainable.
First we stand at the factory's goods-out point: where the scale is, who writes the slip, when the van is loaded. Then we visit two or three workshops and watch at the bench how the work really runs. Both stops between Başpınar and Şehitkamil fit into a single day; designing the system without seeing these points means building a screen nobody on the ground will use.
Acceptable waste per product, unit prices, quality deductions and advance rules are put in writing together. This step is commercial far more than technical, and it is usually the most valuable part: in most companies these rules are being written down for the first time, so their internal contradictions surface for the first time too.
We do not start with every workshop at once. With the three workshops you give the most work to and communicate with most easily, both the system and the old method run in parallel for a month. At month-end the two calculations are compared; there is no wider rollout until the system produces the correct result.
Once the pilot holds, the other workshops are added step by step. We deliver the training by going to the workshop, on their own phones and their own jobs; ten minutes at the bench sticks better than a group session in a hall. Resistance usually comes not from the technology but from the accounts becoming visible — and that needs to be discussed from the start.
We are present for the first two month-end closes. We check the settlement breakdown together and show how the system calculated any line that draws an objection. If a rule was written wrong, we fix it. The real test of a subcontractor system is not the screen design; it is the first reconciliation meeting.
No computer is needed. The workshop side is a single page that opens on a smartphone; there is nothing to install, and access is granted through a one-time link. The screen shows only the job coming in, the quantity due back and the settlement. For users who struggle with reading, we build a layout led by numbers and photos. Some workshops still will not manage it; for those, the clerk on the factory side opens the same record at dispatch and at return, and the system stays intact.
No. The app is built to record offline; once the phone finds a signal, the records go up to the server. Every slip carries a unique number so the same record is never processed twice. We factor this in from the start, because we often run into coverage problems inside warehouses and in small workshops outside the OSB.
No — and we recommend that you don't. Rolling out before validating wears out both you and the workshops. In most businesses the bulk of the volume is concentrated in a small number of workshops; starting there lets you see the benefit early. The rest are added month by month, and for those never added, the factory-side entry route stays open.
Goods at subcontractors are tracked separately as consignment stock: how much went out, how much came back, how much was written off as waste, how much is still outside. The quantity and cost data is carried into your existing ERP through an integration bridge; Logo, Mikro or Netsis stays in place and we never build a second accounting system. The production layer we built to write alongside Netsis without touching it ran on exactly this logic.
No — that decision is yours. The system only applies the rule you have written and makes the deviations visible. That is where the real value lies: the data that builds up over the first months lets you discuss the acceptable waste rate from past records rather than guesswork. You are free to change the rule later, but who changed it and when goes on record.
No. The permission model is built that way from the start: each workshop sees only its own jobs, its own quantities and its own settlement. Users on the factory side are authorised by role; viewing prices, changing rules and approving settlements are separate permissions. Who changed what and when is also kept on record.
The honest answer comes after the discovery visit. The deciding factors are these: how many workshops you work with, how many different process types there are, how detailed the quality control will be, and whether it will connect to your existing ERP. We split the work into phases with scope and duration written up front; when the pilot phase ends, you have a system running on real data, and you decide on the rest then.
You do. Which workshops you use at what prices, how much waste each workshop produces and the settlement history are commercially sensitive data; we believe that data must not sit hostage on a supplier's server. The source code, the database and the installation documents are handed over to you; you can carry on later with your own team or with another firm.
Put last month's settlement file and one workshop's dispatch and return records on the table with us. In one short session we will see together which items a system can rescue and which cannot be solved until the commercial rules are written. We are in the same city; getting to your factory or to the workshop is a phone call away.
