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Customer-wise rates, schemes, credit terms and ageing, van sales and route management — because in distribution, sales without recovery is just lending.
Distribution looks like retail with bigger quantities and it is not. Nearly every customer has a negotiated rate, nearly every sale is on credit, goods move on vehicles along routes, and the business's health is measured by what came back rather than what went out.
The failure mode is well known: sales grow, the receivable ledger grows faster, and eighteen months later a profitable-looking business has no working capital. Software does not prevent that, but it makes it visible early enough to act.
Rate lists per customer and group with quantity slabs and a change history for disputes.
Free quantity and target discounts applied by rule, so real margin per account is visible.
Limits and terms per customer with hold or warning on breach, and logged overrides.
Delivery challan per vehicle and route, partial supply and balance tracked to completion.
Field order booking and collection entry on a phone, syncing to the office ledger.
Ageing buckets, exposure per customer, collections by salesman and a daily overdue list.
Pricing, credit and route operations, plus purchasing behind them.
Four reports decide whether a distribution business survives: ageing by bucket, exposure per customer against limit, collection performance per salesman, and a daily follow-up list of accounts past terms.
None are complicated. What matters is that they are one keystroke away and current — because a receivable problem discovered at year end is usually a receivable problem that can no longer be solved.
Order bookers and van sales staff work from a phone against their assigned route, recording orders and collections that sync to the office. Route-level reporting then separates two questions owners often conflate: which areas buy, and which areas pay.
Free quantity and target-based discounts change effective margin per customer in ways an invoice does not show. Recording schemes as rules rather than manual adjustments means margin reporting reflects the actual economics of each account — and occasionally reveals a large customer who is not profitable.
Straight answers, including the ones that rule us out.
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