Pan Enterprise Solutions, the software arm of Pan Innovation House · based in Gaziantep, Türkiye, with a London office
We do not replace your accounting backbone, whether it is Logo, Mikro or Netsis (widely used Turkish ERPs). We take the upper-stitching subcontractor network, last and model versions, size assortment rules, leather area and wastage calculations, and the sample and collection process out of notebooks and Excel and into a single, traceable operational layer. Not an off-the-shelf package: built for your business. The source code we write is handed over to you as defined in the contract.
Asking about price? We listen to the scope in a short call and share the budget frame and timeline in writing. The first 30-minute call is free; the scope of an on-site discovery, and its fee if any, is agreed in writing during that call.
We work on site for plants in and around Gaziantep; elsewhere in Türkiye and abroad, discovery starts by video call and a visit is planned if needed. Our London office is at Unit 6 Cranford Way, Hornsey, London N8 9DG.
Footwear is one of the rare trades that never finishes under a single roof. Cutting happens here, uppers are stitched outside, soles come from somewhere else, assembly comes back inside. This scattered flow leaves an area the accounting program cannot see — and that area runs on notebooks, phone calls and memory.
The sector's software landscape clusters at two ends: strong but expensive imported tools on the design and cutting side, and a general accounting ERP on the other. The production flow in between still runs on a notebook at most firms.
| Layer | Software in use today | The gap it leaves |
|---|---|---|
| General ERP / accounting (horizontal backbone) | Logo Tiger, Logo Netsis, Mikro, ETA, DIA | Solid for receivables, stock, purchasing, finance and e-documents; this backbone stays in place — and should — because of legal obligations. Its limit is that it does not carry footwear's own concepts: size assortments, upper subcontractor balances, last versions and leather consumption by the square decimetre do not come as standard in these systems. Firms usually try to close the gap by straining the ERP's free-form fields; the result is data nobody trusts. |
| Design and lasts (CAD) | Shoemaster, Delcam Crispin, ICad3D+, Romans CAD | Mature, powerful tools for model and last design; they handle 2D and 3D work, flattening and size grading internally. Licences are expensive and their focus is design. Connecting the model data they produce to production plans, material consumption and subcontractor work orders is outside their scope; at most firms that transfer is done by hand — often by retyping. |
| Leather cutting and automation | Lectra, Atom, Comelz, Teseo cutting systems | Powerful systems that cut leather wastage; they optimise nesting around the defects on the hide, and that alone is a serious saving. But the optimisation stays self-contained: which work order, which size and which subcontract workshop the cut pieces go to is kept in a separate scheme. When the link between cutting efficiency and the production plan is not made, well-cut pieces can enter production in the wrong order. |
| Retail and brand side | Nebim V3, retail POS and e-commerce infrastructure | At manufacturers with their own brand and stores, the sales side runs on these systems and size-level sales data is created here. The link to the production side, however, is usually limited to a nightly file transfer. The result is that real-time size-level stock visibility never forms; the store sells a size it does not have, or orders a size sitting in the warehouse. |
| Subcontract and workshop tracking | Excel spreadsheets, notebooks, messaging groups | The sector's most critical flow — the upper and assembly subcontractor network — exists in no system at most firms. Materials issued, quantities returned, wastage and settlements run on personal records. This is where the most disputes arise, and how they are resolved depends on who holds the record. It is also the area where gains come fastest, because every record built from scratch makes a directly visible difference. |
| Export and dispatch documents | Excel templates, customs broker software | Packing lists, carton contents and assortment tables are prepared by hand. Because they are not fed from production data, every shipment demands fresh effort and carries error risk. When an assortment error is caught by the buyer, the cost of fixing it is high; this line item is one of the places where software shows its value most concretely. |
Product names are compiled from vendors' public pages (September 2026); PAN is not affiliated with them. The "gap" column summarises situations we commonly meet in discovery and is not a statement about any specific product.
Our solution is not a rival to your existing software; it is the operational layer that fills the gap between them. Your design tool stays in place, your accounting backbone stays in place; we build the place where the model connects to production, and production connects to dispatch.
Every model is held with a version number: which last, which materials, which sole, which size range. The version approved at sampling is flagged; if the version going into production differs from the approved one, the difference shows on screen.
Materials going out to workshops and quantities coming back run in the same record. Who is holding how much work, which batch is due back when, where the wastage balance does not add up — all on one screen. Settlements are calculated from this record.
Orders, production and stock do not stop at pair totals; they drill down to size level. Assortment rules are defined per customer and model, and carton contents are generated from those rules.
The leather area purchased, the pieces cut and the wastage produced are linked together. Real consumption becomes visible by model and batch; consumption written down as an estimate gives way to measurement.
Sample requests, shipments and customer approvals are recorded. At season end, how much each model sold and with which customers it worked is reported; the collection decision rests on records, not memory.
Carton contents, packing lists and labels are generated from production data. Customer-specific boxing and labelling rules are defined in the system; the rule leaves the foreman's memory and stays with the company.
Not every firm needs all of them. After discovery we start where it hurts most and grow module by module.
Model cards, last details, size ranges, bills of materials and version history are held in one place. The version approved at sampling is flagged; any difference from the version going into production is reported before production starts. Model-level material consumption is fed from this card too.
Detailed page → MESWork orders going out to upper, sole and assembly workshops, materials issued, quantities returned, wastage balances and settlement calculations run in the same record. Delays and pending batches stay visible; which workshop is carrying how much work and which job is squeezing the deadline is watched from one screen.
Detailed page → WMSWarehouse and stock are held at size level; assortment rules are defined per customer and model, and the carton plan comes out of those rules automatically. Sizes accumulating as surplus are reported separately, so dead stock shows up before season end.
Detailed page → QMSEnd-of-line inspection records, defect types, and the recording of second-quality and returned shoes. Which defect repeats on which model and in which workshop's work it concentrates is reported; the quality conversation rests on records instead of observation.
Detailed page → QRTraceability is set up by batch and carton via barcode or QR code. Which batch, which workshop and which leather lot a dispatched carton came from is traced backwards; when a complaint arrives, the other affected cartons are found with the same query.
Detailed page → APIStock, receivables, order and invoice matching is set up with Logo, Mikro and Netsis; duplicate records are reduced. At businesses with their own brand, size-level stock is passed to the retail and e-commerce side, so the store and the warehouse see the same picture.
Detailed page → BISales, wastage and profitability reports are produced by model, customer and season. Seconds and returns are included in the figures so the real picture is shown; which model should carry on is discussed with data when the collection decision comes.
Detailed page → ERPLeather, materials, subcontract labour, sole and packaging costs are gathered by model and size; real cost is visible at quotation time. When the leather price moves, which models' margins are eroding is listed in a single report.
Detailed page → CRMThe sample request, shipment, approval and revision loop is recorded; model history and approval status per customer stay visible. Pending samples sit on a list, so follow-up stops depending on personal memory.
Detailed page →Your finance and accounting backbone (Logo Tiger, Logo Netsis, Mikro or DIA) stays in place. Your CAD tools on the design side stay in place too. The layer we build connects the production flow between these two ends and gathers the data in one place.
Our integration approach →We discuss your production set-up, the size of your subcontractor network, your current ERP and the point that hurts most. We clarify expectations and scope and draw a realistic frame; at this stage understanding, not selling, comes first. The call is not binding. The first 30-minute call is free; the scope of an on-site discovery, and its fee if any, is agreed in writing during that call.
We walk the flow on site, from cutting to assembly, from the upper workshops to dispatch. We map which record is kept where and which decision lives in whose memory. The output is a written map of the current state and a priority list.
We decide which module is built first; usually subcontractor tracking or size-level stock gives the highest return. Scope, timeline and deliverables are put in writing.
The system is developed and run in a limited area, in parallel with the existing routine. Diverging records are examined one by one; the flow is simplified with feedback from the field.
The remaining modules are added in turn and integrations are switched on. User training is given, and documentation and source code are handed over as defined in the contract. Maintenance and support run as a separate agreement.
In footwear, half the work happens outside the factory. We build the system to work with the workshops, not in spite of them; an interface nobody uses solves nothing.
Your accounting backbone stays in place. The layer works alongside it and keeps the data aligned; we will not try to talk you into buying a new ERP.
The source code we write and your data are handed over to you as defined in the contract; third-party and open-source components remain subject to their own licences. You can continue with another team later if you wish.
We quote after walking the site, not from screenshots. Writing a scope without seeing the cutting table, the upper workshop and the dispatch area would not be realistic.
We do not change everything at once. We start where it hurts most and widen as gains appear; moving forward without stopping production is the rule.
Documentation and a handover package are part of the job. If another team is to take over tomorrow, we deliver in a state they can take over.
We design set-ups that do not expect the workshop to use software. In most businesses the most reliable result comes from recording material issues and returned quantities on the factory side, at the dispatch desk; the workshop side only sees a simple delivery slip or a QR-coded label. Where a workshop can use a phone, a single-screen notification flow can be added. We decide which route will work by walking the site.
No. If you use Shoemaster, Crispin or a similar tool, it stays in place. The layer we build does not do design; it connects the model and material information coming out of design to the production flow. How the transfer is done is determined by the export options your tool provides.
That is normal, and the system is built for it. Assortment rules are defined separately per customer and model; the carton plan is generated from those rules. When a rule changes, past shipments are preserved. The real gain is that these rules leave one person's memory and become written down.
How precise the measurement can be depends on your cutting set-up. With an automatic cutting system, piece and wastage data can be taken directly. With hand cutting, the balance between the leather area purchased and the quantity produced is kept per batch; that is not as precise as per-pair measurement, but it is a clear improvement on today's estimate. We agree in writing from the start which level we are aiming for.
Scope is built to scale. In a small business a single module — usually subcontractor tracking — makes the biggest difference on its own. We do not recommend building a full-scope system from the start; that is both expensive and carries the risk of producing a structure nobody uses.
Usually yes, and it is one of the fastest wins when starting out. Model lists, customer and assortment tables can be migrated. The files are reviewed before migration; inconsistencies accumulated over the years surface at this stage and are cleaned up.
The timeline depends on scope and is given in writing after discovery. Our approach is not to deliver one big system in one go, but to get the first module onto the floor quickly and grow from there. Feedback arrives early, and so does the return on the investment.
A working system, plus the source code we wrote, the database and handover documentation as defined in the contract (third-party and open-source components remain under their own licences). User training and first-period support are part of the scope. Maintenance and development afterwards run under a separate agreement; you are not obliged to sign it — you can maintain the system with your own team.
The size of the subcontractor network and how the workshops can provide records, the complexity of models and assortments, how far your cutting set-up allows leather wastage to be measured, the export options of your CAD tool, and the ERP connection. We discuss a budget range in the first call; the exact scope, timeline and price are put in writing after discovery.
One person each from production and subcontracting, the model list and assortment tables, a site visit where we can see the cutting and upper flow, and ERP connection details.
During discovery we choose the measures that suit you, such as visibility of goods waiting at subcontractors, corrections caused by assortment errors, or leather wastage becoming measurable per batch. We first measure where you are today and agree the target from there; results are not guaranteed.
Let us examine your production on site, from the cutting table to the upper workshop and from the sample room to the dispatch area, and decide together where to start.
