Industries
Project-driven manufacturing
Organisations that manufacture as part of project delivery, and need production, inventory and project commercial control on the same platform.
The day it goes wrong
A job is running late on the shop floor and the project manager cannot say whether it is a material problem or a capacity problem — because production sits in one system and project stock in another. The reconciliation happens monthly, in a workbook, maintained by one person who is currently on leave.
None of that is a discipline problem. It is what happens when the transactions that run a project live in different places — so the control has nowhere to sit.
The words you already use
These are transactions in the product, not fields we mapped onto it afterwards.
- Job
- Work order
- Issue to job
- Production
- Finished goods
- Project stock
- Scrap and return
- Dispatch
- Rate contract
- Rent out
- Hire
Pain areas
Pick the one that is costing you most
Each one names what it actually costs, what changes, and the transactions that do the work — so you can judge the mechanism rather than the promise.
Production and project cost sit in different systems
What it costs you
Job cost is assembled by exporting from one system and allocating into another. The allocation is a judgement, so the job margin is a judgement too.
What changes
Production runs on the same backbone as stores, project accounting and finance, so job cost is posted from the transactions rather than allocated after them.
The transactions that do it
What we would switch on first
Stores and production together
Close the job loop from day one. Project accounting then has real consumption to post against, instead of an allocation everybody quietly distrusts.
Next step
Bring the project that is giving you the most trouble.
We would rather walk one difficult project than demonstrate a clean one. Bring its indents, its approval levels and its billing terms, and we will run them through the cycles you have just read about.
- 1
You send a note
Two lines on your projects and where control leaks today. No form marathon — the optional fields exist only to make the first call sharper.
- 2
A 20–40 minute walkthrough
We narrate the Procurement to Pay cycle against how you actually work. It is your process on the screen, not a feature tour.
- 3
A written recap
Scope, edition fit and what a sensible first phase would cover — in writing, so you can circulate it internally.
Walk it on your project
Tell us which of the pain areas above sounds most like your week and we will lead with that one.
Request a walkthroughNo obligation and no procurement process to start a conversation. If the fit is wrong we will say so on the first call.