Inventory that is directionally right
Recorded stock and physical stock diverge between counts, so planning adds buffer and working capital absorbs the difference.
Manufacturing
The plant knows. The system finds out later.
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.
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.
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.
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.
Typical systems and processes
The estate this work touches.
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.
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.
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.