Production
- Output per day
- Capacity utilisation
- OEE
- Unplanned downtime
Manufacturing
Your factory operates in real time. Your ERP should too.
Manufacturing runs on physical reality — materials, machines, shifts and yield. The recurring technology problem is the delay between what happens on the floor and what the systems believe, and the decisions made in that gap.
- ERP
- Automation
- System Integration
- Custom Applications
- BI & Analytics
- AI Insights
Manufacturing ERP & digital core
One digital core for planning, production, quality, maintenance and finance.
ERP is the backbone of a manufacturing business — the system where materials, production, quality, maintenance, stock and cost meet. We select, implement, optimise and integrate it, and connect it to the automation, applications and analytics around it.
ERP & business systemsERP platforms we work with
- Oracle ERPOracle Fusion Cloud ERP for finance, supply chain and manufacturing.
- SAPSAP for production, materials, maintenance, quality and costing.
- OdooOdoo for mid-market manufacturing, inventory and accounting.
Around the core
- System integrationERP, plant, warehouse and commerce systems kept in step.
- AutomationWorkflow and process automation, with AI where it earns its place.
- BI & analyticsOperational and executive reporting from one set of numbers.
- Custom applicationsShop-floor, quality and portal applications where no product fits.
Oracle, SAP and Odoo are named as platforms we work with, evaluated on fit. Naming a platform does not imply a partnership, certification or endorsement.
Operating challenges
Where the delay costs money.
Most manufacturers do not lack data. They lack timely, trusted data in one place, so planning is defensive and inventory carries the cost of the uncertainty.
Inventory that is directionally right
Recorded stock and physical stock diverge between counts, so planning adds buffer and working capital absorbs the difference.
Production data captured after the fact
Output, scrap and downtime are recorded at end of shift or later, which makes root-cause analysis retrospective.
Planning on spreadsheets
The real production plan lives outside the ERP, so the system holds a version nobody uses.
Maintenance that is reactive
Breakdowns are handled as events rather than tracked as a pattern, and the true cost of downtime is not visible.
Costing that arrives too late
Actual cost per unit is known after the period closes, which is after the pricing decision was needed.
Transformation opportunities
What changes the economics.
One inventory truth
Stock movements captured where they happen, so planning stops paying for uncertainty.
Shop-floor data capture
Output, downtime and scrap recorded close to the event, which turns after-the-fact reporting into a usable signal.
Planning inside the system
Production and material planning that operations actually use, so the ERP holds the live plan.
Quality and traceability
Batch and lot traceability designed in, which is a compliance requirement in some segments and a recall control in all of them.
Supplier and procurement visibility
Lead times, order status and supplier performance visible in one place rather than in an inbox.
The manufacturing journey
From demand to dispatch, one connected flow.
Each step creates operating data and business transactions. Select a step to see which ones usually matter for planning, costing and service.
01
Demand & Planning
Forecasts and orders turned into a production plan.
Operating data
- Demand forecast and open orders
- Capacity and material availability
Business transactions
- Sales and operations plan
- Planned production orders
Manufacturing performance dashboard
What management can see when the systems are connected.
A conceptual design. Each card shows the kind of measure a connected plant can report — not results from any plant.
Costing
- Manufacturing cost per unit
- Material cost per unit
- Conversion and overhead cost
Quality
- First-pass yield
- Defect rate
- Customer complaints and returns
Energy
- Energy per unit
- Renewable share
- Energy cost per unit
Procurement & inventory
- Requisition-to-order cycle time
- Inventory accuracy
- Inventory turnover and days on hand
Finance & reporting
- Revenue and gross margin
- Forecast accuracy
- Reporting cycle time
01 / 06Production
No figures are shown. Charts are shapes only, not data from any plant or client.
Key business capabilities
The end-to-end processes a manufacturing core has to carry.
Plan-to-Produce
Demand, planning, scheduling and production orders.
Procure-to-Pay
From requisition to supplier payment.
Maintenance-to-Reliability
Work orders, spares and asset history.
Order-to-Cash
Orders, delivery, invoicing and collection.
Quality-to-Release
Inspection, non-conformance and release.
Record-to-Report
Close, costing and management accounts.
BI & Analytics
Operational and executive reporting from one source.
System Integration
Plant systems, warehouse and ERP kept in step.
Typical systems and processes
The estate this work touches.
- ERP: finance, inventory, procurement, production
- Production planning and scheduling
- Shop-floor data capture
- Quality management and traceability
- Maintenance and asset management
- Warehouse and inventory movement
- Supplier and procurement portals
- Costing and management reporting
Transformation options
Three ways in. The right one depends on the plant.
There is no single roadmap for every manufacturer. These are the three starting points we see most often.
Gradual improvement
Optimise the systems and processes already in place, with quick, visible wins.
Fits when the platform is sound but under-used.
Digital support layer
Add integrated digital tools that close specific gaps and lift efficiency, without replacing the core.
Fits when the data exists but does not connect.
Selective transformation
Transform the areas with the highest impact first, in the order the business sets.
Fits when part of the estate has reached its limit.
Why it matters
What a connected manufacturing core changes.
- Better visibility across operations
- Less operational waste and better efficiency
- Stronger, more proactive maintenance planning
- Better quality and supply-chain coordination
- Readiness for growth and expansion
Why Launch Soft Solutions
Systems designed for the floor, not the boardroom.
Operator-usable interfaces
If data capture is slower than the line, it will not be done. Interfaces are designed for gloves, noise and speed.
ERP plus integration
The value is in inventory, planning and costing agreeing with each other, which is integration work as much as ERP work.
Regional delivery conditions
Plans account for connectivity, power and workforce availability rather than assuming an idealized plant.
Use cases
Work that comes up repeatedly.
Inventory accuracy programme
Movement capture, cycle counting and the process discipline behind them, so the recorded number can be planned against.
Shop-floor capture
Simple, robust interfaces for operators to record output, downtime and scrap without leaving the line.
Planning brought into the ERP
Replacing the spreadsheet plan with one the planners prefer, which is the only way adoption holds.
Batch traceability
Forward and backward traceability from raw material to dispatch, built for the recall scenario rather than the audit slide.
Maintenance history
Asset, failure and intervention history captured so maintenance can move from reactive to planned.
How we deliver
Around the production schedule, not through it.
Manufacturing cannot pause for a system. Work is staged around shift patterns, planned maintenance windows and seasonal load, and cutovers are sized to be reversible.
Observe
Spend time on the floor and in planning before proposing anything. Documented process and real process differ.
Prioritize
Rank by working-capital impact, downtime cost and how much each blocks the others.
Pilot
Prove on one line, one product family or one site before extending.
Roll out
Extend with cutovers timed to production, each one small enough to reverse.
Operate
Support and improve under defined ownership, including out-of-hours expectations where shifts require it.
Relevant capabilities
What we typically bring.
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.
Digital transformation
Assessment, operating-model design and a sequenced roadmap, so modernization is absorbed by the organization rather than announced to it.
Specialised vertical
Cement production has its own page.
Kilns, clinker, energy intensity and high-volume dispatch make cement a distinct ERP and integration problem. The cement page covers the production lifecycle, SAP and ERP processes, plant-to-enterprise integration and illustrative dashboards.
Start where the plan and the plant disagree.
One line, one product family or one shift is enough to establish where the delay is and what it costs.