Not a list of features.
A list of the things it hands you.

Every exception that needs a decision today, with the arithmetic that found it.

Produces

• Exception feed ranked by financial impact
• Nineteen KPIs, each computed in SQL with its formula shown
• Approvals and audit trail
• Evidence export for any number on the page

Written for the supply chain manager, owner, administrator.

Which records in your separate ERP systems are the same part, decided by a person on evidence.

Produces

• Candidate pairs across instances, each ranked with the evidence that produced the score
• A confirmation queue ordered by spend and transactional usage, with dormant records removed from it
• The group nomenclature standard, and every record's compliance with it
• Coverage by group spend, weekly, with the unharmonised remainder itemised by system and reason
• A cross-reference in the system integrator's load format, with the decision history behind every row

Written for the finance director, procurement lead.

Why the deliveries that missed, missed — with the order numbers, not a recollection.

Produces

• A waterfall decomposing the OTIF gap into named causes, by value
• Every missed line with its cause and the record that proves it
• The share of missed value nothing on file explains, stated plainly
• Lines that could not be assessed at all, and what is missing

Written for the supply chain manager, logistics manager, planner.

Who owes you what and how late, what you pay this week, and the days outstanding counted the way a CFO counts them.

Produces

• Receivables and payables aged by bucket — current, 1–30, 31–60, 61–90, 90+ — from the invoices your ERP states
• DSO and DPO by countback over the months' invoicing, with the arithmetic printed
• The collections list: who to ring today, in order of amount and age, with credit exposure and disputes held out
• The payment run: what falls due in the window, what is approved, and which early-pay discount lapses when
• Disputes and payment approvals as a named person's act, audited

Written for the finance director, supply chain manager, sales manager.

Every contract on one register, and the date each one needs a decision — before silence renews it or lets it lapse.

Produces

• The register: counterparty, kind, term, notice period, renewal, value, payment terms, Incoterm, price validity, exclusivity, governing law, who signed
• The decision date per contract — expiry less notice — and a calendar of what needs one in the next ninety days
• Notice passed: contracts that will renew or lapse by silence; expired contracts still being traded on; prices past their validity
• Obligations each contract imposes, with owners and due dates, recurring ones re-raised when closed
• Renew, terminate and close as a named person's act, audited

Written for the procurement lead, sales manager, supply chain manager.

Every customer order followed from confirmation to the customer's door, and the customer told at every step — so nobody has to ask where their order is.

Produces

• One live tracking link per order, no login, always current — the order's steps, then one lane per container or vehicle
• A milestone catalogue per order type, export and domestic, with the defaults an Indian exporter and a domestic plant actually run
• A mail to the customer at every step from order received to delivered — eleven fixed templates, one growing thread per order, the words written from the order's own numbers
• Every delivery recorded: sent only when the provider confirmed it; not sent or failed with the reason on the page
• A breach of tolerance raised to the owner before the customer is told, with a severity and an SLA
• Forward-only recording — out of order, a repeat, a skip without a reason are refused by name; every change is an event nobody can edit

Written for the sales manager, logistics manager, supply chain manager, administrator.

A pipeline that knows whether you can actually deliver what you are about to promise.

Produces

• Deals, contacts and activities, with the pipeline by stage and expected close
• Every deal line checked against stock, open orders and measured lead times
• A per-line verdict: from stock, from stock and orders, if ordered now, or cannot fulfil
• The shortfall and the days of slack, with the arithmetic shown
• A won deal converted to a sales order without re-keying a line

Written for the sales manager, supply chain manager, planner.

See a supplier failing before the line stops, not after.

Produces

• OTIF, on-time and in-full separately, per supplier and trending
• Lead-time variance and confirmation reliability
• An explainable risk score — every point of it attributable
• Production exposure in rupees, per supplier
• Early-warning backtest: how many days ahead it actually called the delay

Written for the procurement lead, supply chain manager.

Which suppliers to ring this morning, in what order, with the message already written.

Produces

• Every open order needing a chase, grouped by the conversation it needs
• Judged against the supplier's own confirmed date, not against our request
• The value and quantity still outstanding on each
• A drafted message per order, assembled from that order's own numbers
• Orders that could not be judged, named with what is missing

Written for the procurement lead, supply chain manager, planner.

Every batch judged against its specification, released by a named person, and certified from the results.

Produces

• Inspection plans per material from the spec sheet: characteristic, method, specification, critical or not
• Every batch in quarantine, judged against its plan — conforms, out of specification, or incomplete with the missing tests named
• Release, hold or reject by a named person, audited; releasing against the judgement needs a written deviation
• The Certificate of Analysis from the results, only for a released batch
• Nonconformances with containment, root cause, corrective and preventive action, walked step by step and aged
• Labels refuse a rejected batch and mark a quarantined one

Written for the supply chain manager, procurement lead, planner.

Quotes side by side with the landed cost, the lead time and the supplier's record beside each — and the award with its reason kept.

Produces

• An RFQ raised from a requisition or for any material, with the required date and the quote deadline
• Every quote compared: landed unit cost (price + freight + duty), lead time against the required date, MOQ, validity
• Against the last price paid and against each other, with the supplier's OTIF, rejects, risk band and contract beside it
• The lowest feasible landed cost named as the recommendation — never awarded automatically
• The award as a named person's act with the reason, audited, raising the draft purchase order in one step
• L1, L2, L3 approval before an RFQ is issued — roles, in order, a note to reject, every decision audited
• L1, L2, L3 on landed price with the rank on terms and on lead time beside each quote
• The RFQ mailed to the suppliers you pick, with a reply-by date, each delivery recorded — a supplier without an email on the master is refused by name

Written for the procurement lead, supply chain manager, planner.

What actually arrived, matched against what was ordered and what was billed.

Produces

• A receipt document per delivery — date, quantity, who signed for it — posted or reversed, never edited
• Three-way match: purchase order against receipt against supplier invoice, line by line
• The difference named as ahead of the goods, over the agreed price, or inside a tolerance you stated
• A rejection counted inside the delivery, so a defect does not read as a short shipment

Written for the procurement lead.

What to pay this week, to whom, and the remittance that says what it settles.

Produces

• A run proposed from what is due, and every invoice it left out with the reason it was left
• Approval by a named person, re-checked at approval so a bill disputed since preparation stops it
• A remittance advice naming the invoices settled, and saying plainly that SIAARU made no transfer
• The payment recorded through finance's own verb, so the ageing moves when the money does

Written for the finance director, procurement lead.

Find the inventory quietly holding your working capital, and say what to do about it.

Produces

• Every material classified: healthy, excess, slow, non-moving, obsolete, stockout risk
• Blocked working capital, by material and by plant
• Open purchase-order exposure against real future demand
• A recommended action per material — stop buying, cancel, transfer, consume, substitute, liquidate
• A backtest showing how the same model would have performed on a past date

Written for the supply chain manager, planner, finance director.

What you would have sold if the shelf had never been empty.

Produces

• Every demand period marked in stock, censored, or too censored to recover
• Days out of stock per period, replayed from your own movement ledger
• The units and the money the recorded history understates by

Written for the supply chain manager, procurement lead.

Stock at every distributor and every retailer, and who has gone quiet.

Produces

• Every distributor and retailer ranked worst-first, with the money on the shelf
• Days of cover per partner per SKU, from their own reported sell-out
• A separate count of partners who have never reported — never shown as zero stock

Written for the supply chain manager, procurement lead.

What the imported material actually cost you, not what the invoice said.

Produces

• Landed cost per unit, with every component itemised
• Variance against standard cost, previous shipment, supplier, route and Incoterm
• A reconciliation proving the components sum to the total

Written for the finance director, procurement lead.

Safety stock and reorder points from your own variability, not a rule of thumb.

Produces

• Recommended safety stock and reorder point per material, formula shown
• Demand and lead-time variability, measured from your history
• Expected service-level impact of each change
• Inventory reduction available at the service level you actually want

Written for the planner, supply chain manager.

What you run out of, on what date, and the one action that still lands in time.

Produces

• Every material projected to go short inside ninety days, soonest first
• The date, the shortfall at its worst point, and the balance day by day
• One action per material — expedite, order, transfer, or move the date
• Materials that could not be projected, named with what is missing

Written for the planner, supply chain manager, procurement lead.

Which plant makes what, against capacity somebody actually stated.

Produces

• Demand placed across the plants that can make it, week by week
• The objective, the capacity basis and the tie-break that decided every row
• What could not be placed, and at which plant the capacity ran out
• Plants skipped because the run would be under their minimum lot
• Material-weeks that could not be planned at all, named with what is missing

Written for the planner, supply chain manager, owner.

One barcode per pallet, one per carton, in the standard every customer's warehouse already reads.

Produces

• SSCC per pallet, allocated under your GS1 Company Prefix and never reused
• GS1 Logistics Labels and carton labels as SVG for any printer and ZPL for Zebra printers
• GS1-128 and GS1 DataMatrix carrying GTIN, batch, expiry, count and net weight as Application Identifiers
• Pallets labelled straight from a kept stuffing plan, contents from the material master
• A scan endpoint for handhelds that resolves an SSCC to everything on the pallet, and records every scan

Written for the logistics manager, supply chain manager, planner.

What the stock on hand is worth, on the method your auditor signed off.

Produces

• Closing value per material at a plant, on the method this organization stated
• The whole walk: every movement in order with the position after each, so the number can be checked
• FIFO layers still open, and ageing from them — a fact on file rather than an estimate
• A refusal, and no number at all, until a costing method is stated

Written for the finance director.

Leave and skills judged against what the plant actually needs that week.

Produces

• Employees with skills, proficiency and certification expiry, by plant
• Leave requests with an approval trail
• Skill cover per plant per week, so a leave approval can be judged against it
• Certifications lapsing before the work that needs them

Written for the administrator, supply chain manager, planner.

Salary, statutory deductions and Form 16 Part B — every rate stated with its source, and nothing filed on your behalf.

Produces

• An org structure that is a structure: departments, reporting lines, grades, and a job description each role is measured against
• Promotion history — what changed, when, from what to what, and who approved it
• A salary structure per employee, effective-dated and never edited in place, as named components rather than one CTC number
• Payslips computed from that structure and the period's own events, each line printing the arithmetic that produced it
• Payslips mailed to the employee they belong to when a named person approves the run — one recipient per message, and an address shared by two people holds both
• EPF, ESIC, professional tax and TDS, every rate and slab carrying the source and effective date you stated it with
• Professional tax read against the slab of the state each employee works in, because that is the only way it can be right
• Form 16 Part B prepared from the year's own payslips
• Contribution files as CSV with the working — not a portal format written from recollection

Written for the administrator, finance director.

Know which certificate expires before the customer's auditor does.

Produces

• Every SDS, TDS, COA, ISO certificate, licence, insurance and contract, with its owner and expiry
• Alerts at 90, 60, 30 and 7 days, and on expiry
• Coverage gaps — the supplier or material with no document at all

Written for the supply chain manager, procurement lead, administrator.

Hazard labels in the size the pack needs and the languages your customer reads, every word from the standard.

Produces

• A GHS/CLP label per material from its SDS codes: pictograms, signal word, H, P and EUH statements
• Any size — 90 × 200 mm tins, A7 to A3, cartons, drums, IBCs, jumbo bags — with the CLP minimum for the container checked
• One language or several on the same label, printed only once a responsible person has reviewed the phrase set
• Supplier block, net quantity, batch, dates and UN transport line from the masters and the batch
• Refusals by name: no classification, a code with no wording in that language, a blank the supplier has not filled

Written for the logistics manager, supply chain manager.

The IRN and the e-way bill raised from the invoice that already exists, not typed twice.

Produces

• Every check the portal makes, made here first — against the record that caused it, not a four-digit code four hours later
• The INV-01 document assembled from the invoice, its lines and their classification, readable before it is sent
• IRN, acknowledgement, signed QR and e-way bill recorded against the invoice, with the payload kept as it was sent
• Cancellation inside the twenty-four hours the portal allows, refused after it with the credit note named as the remedy

Written for the finance director, logistics manager.

GSTR-1 and GSTR-3B built from the invoices, checked against the ledger, filed by you.

Produces

• GSTR-1 as the form groups it — B2B, B2C large, B2C small, credit notes, exports and the HSN summary
• GSTR-3B taking its outward numbers from those same tables rather than computing them a second way
• The difference between the return and the ledger, reported and never absorbed, with both numbers
• Every table exported as CSV, and every export recorded with what it said at the time

Written for the finance director, owner.

Check the freight invoice against what was actually contracted.

Produces

• Expected charge rebuilt from the rate card, line by line
• Variance against the invoice, with the evidence for each difference
• Duplicate invoices and duplicate charges
• Potential recovery, with a confidence and a source reference

Written for the logistics manager, finance director.

Which bills of lading are not in hand, ranked by what it costs when the vessel lands.

Produces

• Every sailed shipment with no bill of lading in hand, worst first
• Ranked by time to arrival, not by age — free time runs at the destination
• Issued-but-not-collected kept separate from never-issued, because the chase differs
• Value on the linked purchase orders, and how many carry none

Written for the logistics manager, supply chain manager, administrator.

How many boxes, which kind, and what goes where — with the arithmetic beside every count.

Produces

• Containers needed per type — 20', 40', high cube, reefer, open top, flat rack, ISO tank, flexitank
• Pallets and packages per container, by line, with a top-view floor plan
• Gross weight, cube and payload utilisation per container, and which constraint bound it
• Packages per pallet worked from carton and pallet dimensions, or taken as the planner stated
• Lines that could not be planned, named with what is missing
• HAZ or non-HAZ per box from each SKU's stated IMDG classification — UN number, class, packing group, flash point, marine pollutant, EmS — and the Multimodal Dangerous Goods Form for the shipping line in one go

Written for the logistics manager, planner, supply chain manager.

The forwarder's job file: what you quoted, what you bought, what you sold, and the margin between them — computed, not typed.

Produces

• A job register with every open job ranked worst margin first — revenue, cost, gross profit and margin per job, each carrying its arithmetic
• Two sides on every job: what was bought from the carrier, the CHA, the transporter and the agent, and what was sold to the customer
• A quotation that becomes the job when it is won — every quoted line lands as an estimated sell charge, so the job starts from what was promised
• A foreign-currency line without its exchange rate refused from the total and named, never converted at one
• What is accrued and what is unbilled, per job and across the book, so month-end is a page rather than a spreadsheet
• A job that will not close over a bought line with no supplier invoice, or a sale nobody invoiced

Written for the logistics manager, finance director, sales manager, administrator.

Every duty-free authorisation you hold — advance authorisation, EPCG and DFIA — what is left on it, what you still owe the government, and what it costs if you miss.

Produces

• A register of every open authorisation ranked by money at risk — not by date, because a licence expiring next week with nothing on it matters less than one expiring next month with a crore
• What is left to import on each entitlement line, by quantity and by value, computed from the bills of entry themselves
• How much of the export obligation is discharged — at the lower of the quantity and the value percentage, never the average and never whichever flatters
• What you would owe if you stopped today: duty saved × the share undischarged, with interest only where you have set a rate
• Value addition achieved against what the licence requires, refused rather than invented when nothing has been imported yet
• Advance authorisation, EPCG and DFIA on one ledger — EPCG measured against its multiple of the duty saved, a discharged DFIA transferable with its premium recorded
• A debit beyond the entitlement, a unit that does not match the licence, or a bill of entry after the validity, each refused by name with the balance and the shortfall in the sentence
• Bills of entry and shipping bills read from your own ICEGATE or DGFT access, or from the statement your CHA already sends, and held as proposals against the licence they name — a number that disagrees with the one you typed is reported as a variance, never written over it
• What the bank actually realised against each shipping bill — the remittance less freight, insurance and commission, at the export date’s rate — so an export that has not been paid for is known months before a discharge application would be refused for it
• The discharge application assembled from the ledger: the statement of imports, the statement of exports, Appendix 4H, and every deficiency the office would raise, named with the documents it is about. You print it, sign it and file it

Written for the logistics manager, finance director, administrator.

Journals, periods and statements that close — under everything else you already run.

Produces

• Chart of accounts and periods a named person opens and closes, seeded from a chart you edit
• Trial balance with both totals printed and the difference beside them, never just 'balanced'
• Every entry posted from a record already held — no hand-keyed journal, so every line traces
• A closed period that refuses a back-dated entry and says the correction is a reversal

Written for the finance director, owner.