ERP software
Most failed ERP projects were too big on purpose.
The standard failure is not technical. A platform arrives with eleven modules, nine of which nobody needs, the implementation takes a year, the team keeps its spreadsheets running in parallel and the project is quietly declared complete. We build the version that covers what you actually do, and stops.
What it replaces
- Six systems joined by re-keying — order entry, stock, invoicing and accounts each holding a slightly different truth.
- A licensed ERP configured for someone else's business, with your process running in the spreadsheets beside it.
- Month end as a week of reconciliation, because no two systems agree on what happened.
- Reporting that requires an export to a spreadsheet before anyone can answer a question.
What we build
The parts that make it a system.
Scoped to what you run. A module you do not need is not a discount we withhold — it is work nobody does.
Order to cash
Quotation, order, dispatch and invoice with credit limits enforced at order entry, receipts allocated properly, and tax handled correctly for your jurisdiction rather than approximately.
Procure to pay
Requisition, purchase order, goods receipt and three-way matched supplier invoice, with the approval matrix your finance policy actually specifies.
Inventory and, where relevant, production
Stock across locations tied to both sales and purchase, plus BOM-based production, job costing and consumption where you manufacture. Left out where you do not.
Finance and reporting
Ledger, receivables, payables, tax returns and the operational reports a manager runs daily — computed from transactions, not assembled at month end.
Where AI actually helps
And where it does not.
Deliberately last, not first. An ERP earns its return from a correct, single record of what the business did; a model on top of unreliable data produces confident nonsense. Once the record is clean, document extraction on supplier invoices, anomaly detection on approvals and expenses, and natural-language reporting over the ledger are all worth having. That is the order we build them in.
We have built this
ExportHUB
ExportHUB is a purpose-built ERP for an export business — sales, purchase, inventory and GST-ready invoicing — and the deliberate decision was to make it smaller than a general ERP. It was adopted in under two weeks with no training overhead, which is the number that argues for narrow scope better than any feature list.
Integrations
What it has to talk to.
A system that does not reach the ones you already run creates a second place to type things, which is the problem you started with.
- Tax filing and e-invoicing where mandated — GST and e-way bill in India
- Banking for payment files and statement reconciliation
- Existing accounting, where finance is not moving — Tally or Zoho Books
- E-commerce, POS or a customer portal as order sources
The limits
What we do not do here.
Including, on several of these pages, telling you not to buy a build at all. That advice has cost us work. It has also stopped projects that would have failed in month three, which is cheaper for everyone.
- We do not build a general-purpose ERP for resale, and we will not attempt feature parity with SAP or Odoo. If a standard product fits your process, implementing one is cheaper than what we do.
- We do not do statutory audit or provide accounting advice. We build to the treatment your accountants specify.
- Payroll is deliberately excluded from ERP scope by default — statutory rules change constantly and are better handled by a dedicated system we integrate with.
In practice
Where this shows up.
Export and trade
Multi-currency, documentation and a purchase-to-shipment cycle that a domestic ERP models badly at exactly the points where the money is.
Small-batch manufacturing
Production, job costing and stock have to be one system, and the general products are either too heavy or stop at inventory.
How it runs
Fixed scope, fixed price, working software each sprint.
01
Discovery
A call, then a written read of the problem — what it costs today, what would have to be true for software to fix it, and whether we're the right people.
02
Proposal
Fixed scope, timeline and price. No open-ended discovery phase billed by the hour.
03
Build
Agile sprints with something running at the end of each one. You see progress in the product, not in a status deck.
04
Ship & support
Cloud deployment, production monitoring and a maintenance arrangement that starts before launch, not after the first incident.
Related
Systems that usually come up in the same conversation.
Most of these share data with each other. Where two are in scope we would rather build one system than two that sync.
Inventory Management
Stock numbers you can act on — because the system knows what is reserved, what is in transit and what was miscounted.
CRM
A CRM shaped around how your team actually sells, instead of a pipeline you spend a year bending your process into.
Supply Chain Management
Visibility across suppliers, shipments and documents — so a delay is something you handle rather than discover.
Tell us what your ERP system would have to handle.
Pick a time that suits you. Tell us the problem, and we'll tell you honestly whether we're the right people to solve it.