Inventory that is not trusted
Stock shown online does not match stock in the warehouse, so the business over-sells or under-lists to stay safe.
E-commerce & digital commerce
Commerce is an operations problem with a storefront attached.
The channel is the visible part. What determines whether it works is stock accuracy, pricing rules, order routing and fulfilment — which live in systems the storefront has to stay in step with.
The operating problem
The store works. The operation behind it does not.
Most commerce problems present as front-end problems and resolve as integration problems: inventory that is not real, prices that differ by channel, and orders that need a human before they can be fulfilled.
Pricing that differs by channel
B2B contract pricing, promotions and tax handling are maintained in more than one place and drift apart.
Orders that need re-keying
Every order touches a person before it reaches the ERP, which caps volume at whatever that person can process.
B2B treated as B2C with a login
Accounts, approval limits, contract pricing and reordering are genuinely different, and a consumer storefront does not model them.
What we deliver
The channel and the operation behind it.
B2C storefronts
Catalogue, checkout, payment and post-purchase flows built for the market's actual payment and delivery conditions.
B2B commerce
Account hierarchies, contract pricing, approval limits, quotes and reordering — the parts a consumer storefront does not have.
Marketplaces
Multi-seller catalogue, onboarding, order splitting and settlement, where that is the right model.
ERP and inventory integration
Stock, pricing, customers and orders synchronized with the system of record rather than mirrored by hand.
Order management
Routing, allocation, fulfilment status and exception handling across channels and locations.
Payments and checkout
Payment methods, tax and currency handling appropriate to the markets being sold into.
Typical starting points
Where this work usually begins.
01
A distributor wants to move repeat B2B ordering off email and phone
02
A retailer is selling in more than one channel and stock is not reconciled
03
An existing store cannot support contract pricing or account approvals
04
Order volume has outgrown manual entry into the ERP
05
A new market needs different payment, tax or delivery handling
06
A marketplace model is being evaluated and needs a real feasibility read
Outcomes
What changes when this is done well.
Stock you can sell against
Availability shown to customers reflects the warehouse, so the business stops padding for safety.
Orders that flow through
Orders reach fulfilment without re-keying, and volume stops being capped by manual processing.
One pricing source
Contract, promotional and channel pricing derive from one place instead of drifting apart.
A channel that scales
Adding a product line, a location or a market is configuration rather than a project.
How we engage
Start where the orders actually break.
Commerce work is staged around the operation, not the launch date. A storefront that goes live before fulfilment is ready creates a service problem, not a growth one.
Map
Follow a real order end to end, including the exceptions and the manual steps.
Design
Define catalogue, pricing, inventory and order-routing rules against how the business trades.
Connect
Build the integration to ERP, inventory and fulfilment before the storefront depends on it.
Launch
Go live on a bounded catalogue or segment and prove the operation carries it.
Extend
Add channels, markets and product lines once the flow is stable.
Where this applies
Industries this work most often serves.
Manufacturing
Planning, production visibility, inventory accuracy and the integration that keeps the plant and the ledger in step.
Logistics & transportation
Order and shipment visibility, warehouse operations, fleet data and the customer-facing status that removes the phone calls.
Healthcare & pharma
Supply chain, distribution, traceability and administrative systems where accuracy and audit trail are not optional.
Technology & telecom
Delivery capacity, internal platforms and integration for organizations whose constraint is engineering time, not strategy.
Why Launch Soft Solutions
Commerce built by people who also do the ERP side.
Integration-first
The connection to stock, pricing and the ledger is designed with the storefront, not after it.
B2B is treated as its own model
Accounts, approvals and contract pricing are designed, not simulated with customer groups.
Regional trading conditions
Payment methods, delivery expectations and tax handling are set by the market being sold into.
Related capabilities
What this usually connects to.
ERP & business systems
Discovery, selection, implementation, optimization and integration across finance, supply chain and operations — with the platform chosen on fit, never assumed in advance.
Integration & managed services
APIs, data flows and the continued operation of what has been delivered, under explicit service ownership rather than informal goodwill.
Custom software development
Applications, portals, workflow tools and internal systems built where no packaged product matches how the business actually works.
Questions
What organizations usually ask.
Do you build on a platform or from scratch?
Whichever fits. Platform-based is the usual answer for standard catalogue and checkout; custom is reserved for genuinely differentiated commerce logic.
Can you connect our existing store to our ERP?
Yes. Integration on an existing storefront is a common engagement and is often higher value than replacing the front end.
Do you handle B2B pricing and approvals?
Yes. Account hierarchies, contract pricing, approval limits and reordering are designed as first-class requirements.
What about payments in our market?
Payment methods, currency and tax handling are set by the markets you sell into and confirmed during design, not assumed.
Fix the order flow, not just the storefront.
Bring one real order and its exceptions. That conversation is usually more useful than a platform comparison.