Furniture

I build systems for furniture makers and showrooms: made-to-order workflows from quotation to delivery, material planning, karigar work tracking, showroom and warehouse stock, advances and delivery scheduling.

Two businesses tracked as one

Furniture straddles retail and manufacturing, and most operators run both through a single register that suits neither. The showroom side needs stock, billing and display management. The made-to-order side needs design specs, material planning, craftsman assignment and weeks of lead time. They share customers, cash and space — and almost nothing else operationally.

So orders live in a diary: “sofa, maroon, 3-seater, akha December tak pakka.” Material is bought per order without rate memory, which means the same plywood costs three different prices in one quarter. Karigar payments run on trust and Thursday arguments. And delivery dates are optimism with a truck attached. Meanwhile the customer who paid an advance calls every week, because there is nothing to show them.

What does the system cover?

  • Order lifecycle. Quotation with design notes and photos, advance, production stages, quality check, delivery scheduling — with a status link so the customer stops calling to ask.
  • Material planning. Per-order requirements, purchase with rate history, and offcut or wastage visibility. Rate history alone changes buying behaviour.
  • Karigar ledger. Piece-rate or daily, advances, stage-wise settlement against completed work.
  • Dual stock. Showroom pieces and workshop raw material handled separately, with consumption linked to orders.
  • Delivery board. Vehicle, crew, installation checklist and proof-of-delivery photos — because damage disputes are settled by what was photographed at handover.

It sounds like the least important feature on the list and it is consistently the first one owners notice, for a simple reason: in a business with six-to-ten-week lead times, the customer’s anxiety is the operational load. Every call asking “kahan tak pahoncha?” interrupts someone who was doing production work, and the answer usually requires walking to the workshop.

A status link converts that entirely. The customer self-serves, the workshop stays uninterrupted, and — the part nobody predicts — complaints drop even when delivery dates slip, because visible progress is tolerable in a way that silence is not. Trust survives a delay it can see.

The deeper value follows from the same data. Once stages are recorded to serve the status link, you also get honest lead times: which designs actually take how long, which karigar is the bottleneck, which stage absorbs the slack. Those are the numbers that let you quote December honestly in October. Honest lead times are also a sales asset: the maker who commits to eight weeks and delivers in eight beats the one who promises six and takes eleven, every time.

/industries/contractors — the BOQ and site-project sibling · /products/manufacturing-erp — the factory-scale version · /industries/retail — the showroom side · /products/whatsapp-automation — status updates and balance reminders

December’s orders, one screen

Every open order with its stage and its promised date. If assembling that takes a walk to the workshop and two phone calls, this season is being run on memory. /contact — deadline pe delivery, drama ke bina.

Questions I actually get

Modular and interiors projects too?

Yes — site-measured projects with BOQ-style costing, sharing bones with the contractor build. A modular kitchen is a made-to-order product with a site survey attached, so it gets both the order lifecycle and the project costing.

Warranty complaints?

Ticketed against the original order, with the design, materials and karigar recorded. When a joint fails eighteen months later, knowing which batch of hardware and which craftsman was involved turns a goodwill expense into a supplier conversation.

Exhibition and mela sales?

Temporary counters that sync back to the main system, so exhibition orders enter the same production queue rather than a separate notebook. Mela billing without mela chaos is mostly a matter of the orders landing in one place.

How is karigar work tracked?

Piece-rate or daily, with advances and stage-wise settlement against completed work. The Thursday argument ends because both sides reference the same record of what was assigned and what was finished.

Can customers see order status?

Yes — a status link, which is the single biggest reduction in incoming calls this build delivers. A customer who can see that their sofa is in polishing does not phone to ask.

Showroom stock and raw material in one system?

Both, separated properly: finished pieces on display, raw material and hardware in the workshop store, with consumption linked to orders. Mixing them is how furniture businesses lose track of both.