GAZIANTEP LOCAL · TEXTILES AND GARMENTS

Gaziantep textile software that connects the cutting room, subcontract workshops and customer approvals in a single ledger

We do not touch your Logo, Mikro or Netsis. Goods travelling from the cutting room to the sewing workshop in Şehitkamil, the size-colour assortment (the size and colour breakdown of an order), sample approvals and delivery deadlines — we move them out of WhatsApp and paper ledgers into one system everyone reads from the same screen. The source code and data of the software we write stay with you. And the first step is not a remote meeting, but a discovery visit carried out next to the machines.

Free discovery call +90 543 930 12 72

The picture in Gaziantep

In our own field research we recorded 1,108 companies in the Gaziantep organised industrial zone (OSB); 257 of them are textile businesses. It is the city's largest industrial sector — so the problem the factory next door is living with is very likely the one you are living with too.
The same research showed that only around half of these companies have a website. The digitalisation threshold has not yet been crossed in this city; on the shop floor, production still runs largely on paper, Excel and phone calls.
A quarter of the companies in the research — 294 of them — are verifiably exporting. For a garment maker working for export, assortment discipline and document consistency are not a preference; they are the job itself.
By our sub-segment estimate there are around thirty yarn producers in the OSB. That figure is not exact — it is an estimate drawn from field data — but what it shows is clear: every link of the chain from yarn to sewing sits in the same city, often within walking distance.
The size distribution is 236 micro, 413 small, 286 medium, 90 large and 83 very large companies. Gaziantep industry is predominantly SME, and most companies have no IT department. Any software installed here has to be simple enough for a forty-person business to run.

If goods sent to subcontractors are getting lost in WhatsApp

Cut pieces go out to the workshop; how many went and how many came back is written in a notebook. At month-end reconciliation the workshop quotes one figure, your ledger shows another, and the difference gets settled by argument.
The size-colour assortment lives in Excel. When the customer says "make it sixty of size S, not forty", it is unclear who updated the sheet and whether cutting saw the current version. The error surfaces not at sewing, but after the boxes are sealed.
Sample correspondence runs over e-mail and phone. Which sample did the customer approve, which revision went into production, was the approval written or verbal — as the business grows, the answers get lost, and in a dispute there is no document to show.
There is no record of which yarn lot the greige fabric sent to the dyehouse came from. When goods come back over a colour difference, nobody can answer which lot, which loom, which recipe — so instead of the root cause, people look for someone to blame.
Deadline tracking lives in the owner's head. Which order is at which stage, which workshop is it waiting in, which one will run late — the only way to find out is to pick up the phone. A method that works for five orders does not work for fifty.
The accounting ERP holds receivables and invoices but sees nothing inside production. Subcontractor progress payments, wastage and second-quality splits are entered into the ERP late or not at all; the cost in the ERP is not the real cost.
When quoting, unit cost is set by guesswork. Actual fabric wastage, marker (cut-lay) efficiency and subcontracting charges only become clear after the order closes — and even then only roughly. Which customers actually bring profit is not clear.
On export orders, the in-carton assortment list is written by hand. When the packing list and the actual carton contents do not match, the problem surfaces in the buyer's warehouse — fixing it from there is expensive and wears down the customer relationship.
There are no tablets on the shop floor, only paper. The paper reaches the office in the evening; the office types it into Excel the next morning. The owner sees yesterday's production tomorrow — long after the moment to intervene has passed.
Which workshop does which job properly, which customer accepts which tolerance — none of it is written down anywhere; it lives in the heads of a few foremen. When that person leaves, the knowledge leaves with them.

We leave your ERP in place and build the part it cannot see

We are not installing a new accounting system; your accounting already works. What we care about is the stretch between fabric entering the warehouse and the carton being sealed — the part that currently lives on paper. You do not have to take all of the modules below at once; we start where it hurts most.

Subcontract work orders and progress-payment ledger

A digital dispatch note for every lot sent out to a workshop: what went, when it went, what came back, how much wastage there was and what the progress payment is. The workshop scans incoming goods on their own phone and confirms delivery, and you see it the moment it happens. Month-end reconciliation stops being an argument and becomes reading from a screen.

Size-colour assortment matrix

An order is held not as a single quantity but broken down by size and colour. Cutting, sewing and packing all see the same matrix; when the customer changes the assortment, the change flows to every stage with its revision history. How much of each size is still short is visible while production is running.

Sample and approval records

Every sample keeps its version, photos, measurement chart and the customer's written approval on a single card. Which version went into production is on record. When a claim arrives, you can put the approved sample and the shipped goods side by side.

Lot traceability

A single lot number travels from yarn or fabric intake through the dye recipe, loom, cutting lot, workshop and shipping carton. On a colour or quality complaint you walk backwards through the chain and find which link failed.

Order and deadline board

All open orders on one screen: which is at which stage, where each is waiting, which will miss its deadline. An order at risk of delay flags itself; you never have to call anyone to find out.

Shop-floor entry and the owner's screen

The foreman enters production on a phone or an inexpensive tablet on the floor; no paper travels to the office. On the owner's side there is one simple screen: what was produced today, where things are stuck, where each customer's order stands. No need to ask for reports.

How we work

01
Initial phone call
We talk about what you produce, how many subcontractors you work with, which software you use and what frustrates you most. It takes half an hour, costs nothing, and if we conclude at the end that we are not the right fit for you, we say so plainly.
02
On-site discovery at the factory
We come to Başpınar or Şehitkamil. We watch the warehouse, the cutting room, the sewing line and the subcontract flow in person, and talk separately with the foreman, the cutter and the accountant. The output is a written map showing where your process breaks.
03
Scope, timeline and a fixed quote
We put in writing which module comes first, what sits outside this job, how long it takes and what it costs. We do not run open-ended consultancy invoices; if the scope changes, we talk first, then write.
04
Taking the first module live
We usually start with subcontractor tracking, because that is where the most effort is being lost on the floor. While the module goes live, the old ledger runs in parallel for a while; we do not close the ledger until the two records match.
05
Training, maintenance and growth
We show everyone, from workshop owner to foreman, only as much as they will actually use. Maintenance and support continue afterwards, and the software grows as new needs appear. Since the source code and data stay with you, continuing with another team later is always possible.

Frequently asked questions

Will we have to replace Logo, Mikro or Netsis?

No. Your accounting and finance side stays exactly as it is; your e-invoicing and receivables setup is untouched. The production layer we build talks to your existing software through its database or services. We have previously built a production layer alongside Netsis in a plant without touching it at all; the setup here is similar. The aim is not a second accounting system, but connecting the shop floor your accounting cannot see.

Our subcontract workshops have no computers. Can they use it?

The design assumes exactly that. There is nothing to install on the workshop side; on a simple screen opened from their own phone they accept incoming lots and report what goes out. It requires nothing beyond basic literacy. For workshops with poor internet access, entries can also be made from the office; what matters is that the record ends up in one place.

Should we buy an off-the-shelf textile ERP or commission custom software?

The answer depends on the business, and we do not say custom software by default. If your processes are close to the industry standard, an off-the-shelf package can work out cheaper. But in businesses that are heavily subcontract-based, with complex assortments and their own approval flows, packaged systems usually end in a retreat to Excel. After the site visit we put both options in front of you with their costs.

Do you actually come to the factory?

Yes — the whole approach rests on it. We are in the same city; reaching any of Başpınar's five zones or Şehitkamil is a same-day trip for us. We have seen why production software written over remote meetings fails on the floor, which is why we do discovery on site.

How long does it take and what does it cost?

It depends on the number of modules and the state of your current systems. That is why we split the work into fixed-scope pieces: one module first, a defined timeline, a defined price. You see the result and decide whether to continue. We also have a separate guide page explaining how our pricing is built.

We can no longer reach the developer who wrote our current software. What then?

We meet this situation often in Gaziantep. If the installed program and its database are available, we can work out what the system does from its running state. We have previously reverse-engineered the daily calculation logic of a business application, and in another system we reconstructed, with evidence, the call contracts of database objects whose source could not be found. In those projects we reported not only what could be recovered but also what could not; we would do the same here.

Who keeps our data and the source code?

You do — all of it. The source of the code we write, the database and all the data belong to your business, hosted on your server or in an environment you choose. You never have to depend on us; we would rather the reason we keep working together be satisfaction, not necessity.

Does production stop if the internet goes down?

A setup that runs the critical screens on a local server and syncs when the connection returns is possible. Whether it is feasible at your site is something we decide during discovery, after looking at your network and server infrastructure; we do not make promises up front.

Let us visit your factory and walk the subcontract flow together

Let us follow the process on site, from fabric intake to carton sealing, and see together where it breaks and which records go missing. You end up with a written plan that starts where it hurts most — without replacing your current software. The first meeting carries no obligation.

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