Inventory Management software
The stock figure is wrong. Everyone knows it, and everyone works around it.
Once a team stops trusting the number, they start holding buffer stock, ringing the warehouse to check, and promising delivery dates from memory. The cost is not the software — it is the working capital sitting in the buffer and the order you turned down for stock you actually had.
What it replaces
- One quantity per item, with no distinction between on hand, reserved, damaged and in transit — so the available figure is a guess.
- A full annual stock-take that halts operations for two days and is stale a week later.
- Reorder levels set once, years ago, by someone who has left.
- Batch and expiry tracked in a separate register, which is the one an auditor or a recall asks for.
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.
Stock that distinguishes its states
On hand, allocated, in transit, quarantined and damaged as separate quantities across locations — because 'available to promise' is the only number sales should ever see.
Batch, serial and expiry
Lot and serial tracking with FEFO or FIFO picking, expiry alerting ahead of the write-off, and a traceable chain from goods-in to the customer for recalls.
Replenishment that adapts
Reorder points computed from consumption, lead time and its variability rather than a fixed number, with supplier lead times measured from actual receipts instead of the promise on the PO.
Cycle counting and variance
Rolling counts by ABC class instead of an annual shutdown, with variance investigated by cause — miscount, mispick, shrinkage, receipt error — so the pattern is fixable.
Where AI actually helps
And where it does not.
Forecasting is the honest use, with a caveat we state up front: demand models need clean history, and most first engagements spend their first months producing that history rather than modelling it. Where it works immediately is anomaly detection — a variance pattern in one location, a supplier whose lead time has quietly drifted three days, an item whose consumption broke from its seasonality.
We have built this
ExportHUB
ExportHUB, built for Pujan Enterprise, runs sales, purchase and inventory together with GST-ready invoicing for an export business. It was deliberately simplified rather than feature-matched to a big ERP, and was adopted in under two weeks with no training overhead — which is the outcome inventory projects usually miss.
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.
- Barcode and QR scanning on handheld or phone
- Accounting — Tally or Zoho Books — so stock value and the ledger agree
- Marketplace and storefront stock sync, with a reservation model that prevents overselling
- Supplier purchase orders and goods-receipt confirmation
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.
- Software does not make a count accurate. If goods move without being scanned, the system will faithfully record the wrong number faster than the spreadsheet did — process changes come with the build or the build fails.
- We do not do RFID portal installation or warehouse hardware fit-out. We integrate readers; we do not survey, mount or commission them.
- Demand forecasting on under a year of clean history is a straight line with extra steps. We would rather build the data capture first and add the model when it can earn its place.
In practice
Where this shows up.
Distribution and wholesale
Margin lives in inventory turns, so the decisive number is available-to-promise across locations rather than a total on hand.
Manufacturing
Raw material, WIP and finished goods behave differently and are frequently forced into one stock model, which is why the shop floor keeps its own board.
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.
Warehouse Management
Receiving, putaway, picking and dispatch directed by the system — measured in walking distance, not in features.
Supply Chain Management
Visibility across suppliers, shipments and documents — so a delay is something you handle rather than discover.
ERP
One system across sales, purchase, stock and accounts — scoped to what you actually run, not to a product's feature matrix.
Tell us what your Inventory Management 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.