We make it visible from one place where demand and supply diverge, which supplier is holding to its promised date and where the goods are waiting right now. The aim is not to install a new ERP; it is to gather the off-chain information your current system does not know and tie the planning decision to data.
In most factories there is no single system called the supply chain; there are pieces that do not look at one another. Purchasing tracks orders in its own Excel file, the production plan runs in a separate document, the warehouse trusts its own stock count, and shipment information depends on the haulier's phone. Each of these pieces may work correctly in itself; the problem appears in the gaps between them. In the same week a line can stop because one raw material has run out while another raw material has been sitting in the warehouse for months. The two situations look contradictory, but they arise from the same cause: nobody is seeing the whole chain at the same time. The decision is taken with only as much as the person holding that piece can see, and what emerges overall is a picture nobody wanted. Where the chain is invisible, the company covers the gap in information with stock; excess stock is really the cost of a lack of confidence.
The ERP has a defined place in this picture and it fills that place well: it records the order, holds the stock, issues the invoice. But an ERP largely knows the inside of the company. It usually will not tell you whether the goods are on a ship, at customs or still waiting in the supplier's warehouse; how many times a given supplier has missed its promised date in the last six months; or whether the order that has to be placed this month is consistent with the coming production plan. For it to say these things, either information from outside the module has to enter the system, or that information has to be collected somewhere else. What happens in practice is the second: the information accumulates in the planner's head and in personal files. That is why planning effectively stops when that person goes on leave, and whoever covers cannot take the same decision.
The supply chain management layer is built on top of the ERP without replacing it. Orders, stock movements and the production plan are read from the ERP; supplier confirmations, shipment details and customs and haulage statuses are collected from outside. When the two come together on a single time axis, the answers to these questions emerge: which material will fall short in the coming weeks, which orders that shortfall puts at risk, and by when at the latest the order has to be placed to close it. The system answers these questions on a dashboard and raises an alert when a critical threshold is crossed. The decision is still taken by a person; the software's job is not to take the decision but to make the picture on which the decision rests complete and current.
The limits of this work should be drawn at the outset. The software does not shorten lead times; if an imported raw material takes six weeks to arrive, it will still take six weeks after the system is in. Nor does it turn a supplier that does not reply into one that does. What it provides is planning in full knowledge of that lead time, and learning about a delay in the week the order is placed rather than when the material fails to reach the line. The accuracy of the system also cannot exceed the accuracy of the data feeding it. If the warehouse count does not hold, if the bill of materials is out of date or if delivery dates are not entered into the system, the dashboard will show the wrong thing as well. That is why the first stage of the rollout is not screen design but establishing how reliable the data sources are; in most projects the real effort goes here, and this has to be said from the start.
Factories that bring their raw materials in from abroad. When the lead time is measured in weeks there is no time left to correct a mistake; placing the order in the right week becomes critical. In these businesses shipment visibility and early warning become the most-used part of the dashboard. Exchange rate and freight movements are written to the cost side on the same screen.
Companies with a central warehouse, branches, subcontract workshops and consignment points. In these structures the same material sits short at one point and surplus at another, and nobody notices. A single stock view brings shortfalls that could be solved by a transfer to light before a new order is placed. Counts that do not agree with one another also become visible on the same screen.
Manufacturers and distributors whose demand fluctuates markedly through the year. An order not placed before the season cannot be made up during it; stock left on hand at the end of the season is money tied up directly. In these companies the value lies in seeing in advance which week the ordering decision has to be taken. The supply-side consequence of a promotional decision is calculated in the same plan.
Companies that buy a critical material from a single source. This dependency causes no trouble in normal times; when the supplier gives its capacity to another customer or leaves the business, production stops outright. Mapping alternative sources in advance means having the number to call ready at the moment of crisis. This knowledge usually sits in one person's memory and disappears along with that person.
Sales orders, the production plan, open purchase orders and stock on hand are overlaid on the same weekly axis. Which material will fall short in which week is visible in this table. Instead of a single 'is there enough stock' question you get a sufficiency view spread over time; the latest point at which the decision has to be taken is read off the same screen.
The supplier confirmation, dispatch date, mode of transport and estimated arrival for each order placed are recorded; on imports the customs stage is added to the same chain. Goods are included in planning while still in transit. In most companies this information sits scattered in the haulier's or the customs broker's email; gathered in one place, the expected arrival date becomes a real input to the plan.
The date each supplier promised is compared with the date it actually delivered; the tendency to be late accumulates by material. Here this information is used not as an assessment tool but as a planning input: for a chronically late supplier the lead time is extended realistically. The formal version of the scorecard, and the contract and audit side, are the subject of the supplier relationship management page.
Central warehouse, branch, subcontract workshop and consignment stock are gathered in a single view; the same material being short at one point and surplus at another becomes visible. Safety stock is set separately for each material according to its lead time, demand variability and criticality rather than by one blanket rule. The policy itself is kept in writing and changed when it needs to be.
How long each material takes to turn, which line has seen no movement for months and where the tied-up money has accumulated are reported. Slow-moving stock and dead stock are listed separately. This report is usually uncomfortable, and that is exactly why it is valuable; in most plants the discussion about cutting stock is held for the first time with a concrete list in hand.
Which material is bought from a single supplier, whether an alternative exists and how long switching to it would take are put on record. For critical materials an approved second source is tracked. This map is information that has to be prepared in a calm period rather than in the panic of losing a supplier; when it is not ready, crisis management runs on guesswork.
When a critical threshold is crossed an alert goes to the relevant person: material about to fall short, an order past its confirmed date, critical stock falling below its threshold. You can also test how the chain would be affected if an order were delayed or demand grew. A scenario does not deliver a certain future; it shows in advance which decision will create a bottleneck in which material.
We work out on site where material comes from and where it goes, who takes which decision and which files the data sits in today. Software is not discussed at this stage; critical materials, long lead times and recurring problems are listed. Usually taking one to two weeks, this stage sets the scope of the rest of the project.
Order, stock and bill of materials data are read from the ERP; an entry route is defined for information that stays outside it, such as supplier confirmations and haulage. The data is then verified against a sample and the places that do not hold are corrected one by one. This stage takes longer than expected in most projects; three to six weeks is realistic.
The weekly axis, open orders, goods in transit and the multi-warehouse stock view go live. At this stage the dashboard only shows; it does not yet produce recommendations. The team uses it in real work and says what it finds missing; the design settles with that feedback.
The safety stock policy, critical thresholds and alerts are defined. In the first period alerts run as information only and the thresholds are tuned through real use. If this tuning period is skipped, the team is buried in unnecessary alerts and stops looking at the dashboard.
The system goes live in full scope. Who updates which data and how often, and how the thresholds are changed, are left in writing. Handover to the team takes place; after that, monitoring, fault fixing and update support continue under the SLA.
No. The layer we build does not take the ERP's place; it works alongside it. Order, stock and bill of materials data are read from Logo, Mikro, Netsis (the ERP products most widely used in Türkiye) or whichever system you use; information that stays outside the chain is collected separately. Accounting and the statutory records stay where they are. Replacing an ERP is a separate and far heavier decision in any case; you do not need to take it in order to get supply chain visibility.
No, and we do not promise that. If a material takes six weeks to arrive, it will still take six weeks after the system is installed; software does not speed up the ship and does not grow the supplier's capacity. What it changes is the moment at which the decision is taken: you learn that an order is late weeks in advance, not when the material fails to reach the line. It is not the lead time itself that changes but the way you deal with it. We would advise treating any proposal that claims more than this with caution.
Most will not, at least at the beginning. Small and medium-sized suppliers are reluctant to log into another portal and forcing them usually does not work. That is why we do not build the system to depend on supplier participation: confirmation and shipment information can also be brought in from email, from Excel, or by your own team entering it. A supplier portal is opened at a later stage, with the companies where the relationship is continuous.
It can, but a clean-up period comes first. Scattered data is not an obstacle in itself; the real obstacle is contradictory data: stock that shows in the warehouse but is not actually there, or the same material recorded under two different codes. During discovery we identify these inconsistencies and say plainly which of them must be corrected. Building the dashboard on broken data means the team loses confidence in the system in the first week.
Demand forecasting looks forward: from past sales, seasonal and promotional data it predicts how much will be sold in the coming period. Supply chain management takes that forecast, or the real orders you already hold, as an input and arranges the supply side accordingly. Forecasting answers 'how much will we need'; the supply chain answers 'how do we get it here on time'. The two are strong together; they can also be built separately.
A visibility dashboard showing demand, the production plan, open orders and stock on a single time axis; tracking of goods in transit and supplier confirmations; a safety stock policy by material; stock turnover and ageing stock reports; a single-source risk map; alerts at critical thresholds. Everything is yours, including the source code, the database and the chain data that accumulates.
In a 30-minute discovery call we listen to what you need and tell you honestly whether custom development or an off-the-shelf product is the better answer.
We bring together in a single chain where a request came from, which quotes were obtained, who approved what, and whether the invoice that arrives matches the order. Procurement runs in the system rather than in people's memories; every step can be read back afterwards along with its reasoning. Your existing ERP stays where it is.
Details →We bring together in one record who the supplier is, when each of its documents expires, how well it kept to its delivery dates last year and which price agreement is in force. The approved supplier list stops being an Excel file. A supplier portal connects to the same structure as an option.
Details →We build a layer that plans the shipment, assigns the vehicle and the route, compares carriers and freight rates, issues the e-waybill and collects proof of delivery from the field. If you run your own fleet, fuel, maintenance and document costs accumulate in the same system; if you work with hauliers, a record is kept of which job went to whom and at what price.
Details →We gather orders from your e-commerce site, marketplaces, the B2B dealer portal, the showroom and the telephone into a single pool. Stock is promised from one source rather than divided up channel by channel; the allocated quantity comes off it, and cancellations and returns come back into it. The aim is not to sell the same item twice, and to see where an order stands from a single screen.
Details →We gather all of a product's attributes, descriptions and translated texts in one centre, and produce the enriched version for each sales channel's own template from there. A field that is missing or breaks a rule is caught before the product goes out to the channel. Product data no longer lives in a file on somebody's desktop.
Details →We bring photographs, video, catalogues and design files together in a single archive, and record which product each file belongs to, which version is approved and where it may be used. The sizes and formats each channel asks for are derived automatically from the original, so nobody spends their time resizing files.
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