Supply Chain Management software
The problem is rarely the delay. It is finding out three weeks late.
Supply chain software has an unusual constraint: most of the events it needs to know about happen inside organisations that are not yours and have no obligation to tell you. A system that pretends otherwise produces a beautiful dashboard of stale data. We build for the constraint — capture what you can, infer what you can, and be loud about the gap.
What it replaces
- Shipment status assembled by email, on request, one supplier at a time.
- Landed cost calculated after the fact, so the margin on the order is known once it is too late to act on it.
- Documents — invoice, packing list, bill of lading, certificate of origin — scattered across inboxes and found by search when customs asks.
- Supplier performance discussed by anecdote, because nobody has measured promised against actual for two years.
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.
Supplier and purchase order management
Supplier records with terms and lead times, PO issue and acknowledgement, partial receipt handling, and measured on-time-in-full rather than remembered.
Shipment and milestone tracking
Bookings, containers and consignments tracked to milestones, with ETA changes surfaced as exceptions instead of buried in an update nobody opens.
Trade documents in one place
Every document attached to the shipment it belongs to, versioned, with the required-document checklist per lane so a gap is found before the vessel sails.
Landed cost and exception handling
Freight, duty, insurance and handling apportioned to the order, so the cost of a line is known before it is sold, and a variance raises a flag rather than a surprise.
Where AI actually helps
And where it does not.
Document extraction is the one that pays for itself here — invoices, packing lists and bills of lading arrive as PDFs and scans, and turning them into structured records is exactly what current models are good at, with a human confirming the fields that carry money. ETA prediction from your own historical lane performance beats a carrier's optimistic estimate. Multi-echelon inventory optimisation is real but needs a maturity most operations have not reached, and we will say so before selling it.
We have built this
ExportHUB
We built the export-side version of this for Pujan Enterprise — sales, purchase, inventory and GST-ready invoicing in one system for a trade business, held deliberately narrow so it was adopted in two weeks rather than rolled out over two quarters.
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.
- Carrier, freight forwarder and container tracking feeds where they are published
- Customs and compliance documentation formats for your lanes
- ERP or accounting for PO, invoice and cost posting
- Supplier portals or a lightweight one we build, when suppliers have no system to integrate
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 are not a customs broker or a freight forwarder and we do not file on your behalf. We build the system that prepares and tracks; the filing relationship stays yours.
- Tracking quality is bounded by what carriers publish. Where a lane has no feed, the honest answer is a manual milestone entry and a visible data gap, not an interpolated line on a map.
- Multi-tier supplier visibility — your supplier's supplier — depends on commercial relationships software cannot create. We can model it; you have to negotiate it.
In practice
Where this shows up.
Export and import
Documentation is the critical path far more often than the goods. The system's real job is making sure the paperwork for a lane is complete before it needs to be.
Manufacturing procurement
A missing component stops a line, so the number that matters is exposure by part across open POs, not the average supplier score.
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.
Warehouse Management
Receiving, putaway, picking and dispatch directed by the system — measured in walking distance, not in features.
Contract Management
Every contract findable, with its dates, obligations and renewal windows as data rather than buried in a PDF.
Tell us what your Supply Chain 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.