Industries
Head office and multi-site operations
Organisations running many projects and locations from one set of masters and one approval engine — so site and head office stop maintaining two different versions of the truth.
The day it goes wrong
Head office asks for a consolidated stock position. Nine sites send nine spreadsheets in six formats over four days. Two of them are wrong, and nobody finds out until an indent is raised for material that is already sitting at another site.
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.
- Multi-location stock
- Internal transfer
- Gate movement
- Rate contract
- Central procurement
- Project-specific buying
- Delegation
- Escalation
- Consolidated position
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.
Each site invents its own Excel of record
What it costs you
Consolidation becomes a translation exercise. The person who does it becomes indispensable, and the organisation cannot open a new site without also finding another one of them.
What changes
One set of masters, one approval engine and role-based access — a site user sees their project, head office sees the portfolio, and both are reading the same transactions.
The transactions that do it
What we would switch on first
Masters and the approval engine first
Multi-site pain is usually a masters problem before it is a process problem. Get one vendor list, one item list and one approval spine in place, then roll procurement out site by site.
In production
A contractor in Gujarat runs more than 25 sites on this backbone.
Reference conversations can be arranged once a fit is established.
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.