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Multi-location stock, batches, transfers, reorder rules, valuation and stock-take variance — an inventory system whose numbers still match the shelf next quarter.
Every inventory system is accurate on the day it is loaded. The difference between a useful one and an abandoned one is what happens over the following six months, as returns, damages, samples, transfers and counting errors accumulate.
So the design question is not “can it hold stock levels” — it is whether every event that changes stock is quick enough to record honestly, and whether the reports surface the gaps early instead of at year end.
Warehouses, branches and sub-stores with transfers acknowledged at both ends.
Batch and expiry tracking, near-expiry reporting, and serial numbers where traceability matters.
Count by location or category, review variance and approve before any adjustment is committed.
Suggestions based on consumption, supplier lead time and safety buffer — not a static minimum.
Stock value on the basis your accountant uses, with ageing, turnover and dead-stock reporting.
Feeds and reads from POS, purchasing, production and accounts rather than holding a separate copy.
Each one needs a screen that takes seconds, or staff will find a workaround.
A fixed minimum level is a blunt tool. Reorder suggestions here use consumption over a chosen period, supplier lead time and a safety buffer, so a fast-moving item with a three-week lead time triggers earlier than a slow one you can restock in two days.
The suggestion is a recommendation, not an automatic order — purchasing stays a human decision, informed by a number that is actually derived from movement.
Stock valuation is reported on the basis your accountant works with, with movement, ageing, dead-stock and turnover reporting alongside it. The two reports that change behaviour are stock ageing — money sitting still — and consumption variance, which is where shrinkage shows up before an annual count reveals it.
Straight answers, including the ones that rule us out.
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