One live system for seven branches and three warehouses
- Adama warehouse: 3 products below reorder point
- PO-0418, ETB 1,240,000, waiting for the procurement manager
- telebirr payment matched to INV-8812, ETB 46,500
- Mekelle route 4 running 40 minutes late
| Branch | Orders | Revenue | On time | Stock days |
|---|---|---|---|---|
| Addis Ababa (HQ) | 486 | 1,962,400 | 97% | 18 |
| Adama | 214 | 812,300 | 95% | 22 |
| Hawassa | 168 | 640,900 | 96% | 25 |
| Bahir Dar | 142 | 538,700 | 94% | 21 |
| Dire Dawa | 118 | 431,200 | 93% | 27 |
| Mekelle | 96 | 297,600 | 92% | 31 |
| Jimma | 60 | 179,200 | 95% | 24 |
| Total | 1,284 | 4,862,300 | 95.4% | 23 |
| Product | On hand | Against reorder point | Days of cover | |
|---|---|---|---|---|
| Edible oil 3 L | 2,140 cartons | 12 | OK | |
| Pasta 500 g | 8,600 cartons | 21 | OK | |
| Wheat flour 50 kg | 940 sacks | 6 | Reorder raised | |
| Sugar 25 kg | 1,310 sacks | 9 | OK | |
| Detergent 1 kg | 5,420 cartons | 30 | OK | |
| Bottled water 0.5 L | 3,050 packs | 4 | Reorder raised | |
| Tomato paste 400 g | 680 cartons | 5 | Reorder raised |
The marker is the reorder point. Below it, the system raises a purchase request and routes it for approval.
- Commercial Bank of Ethiopia 18,420,000
- Second bank account 6,215,000
- telebirr merchant wallet 1,148,300
- Cash in branches 392,500
- 0–30 days 9,840,000
- 31–60 days 3,120,000
- 61–90 days 1,064,000
- Over 90 days 412,000
| Time | Entry | Accounts | ETB |
|---|---|---|---|
| 08:14 | Sales, Addis Ababa (HQ) | Receivables / Revenue | 186,400 |
| 08:12 | telebirr receipt TB7A3F | telebirr wallet / Receivables | 46,500 |
| 08:05 | Goods received, GRN-2207 | Inventory / Payables | 612,000 |
| 07:58 | Fuel advance, route 4 | Advances / Cash | 18,500 |
| 07:40 | Bank transfer from customer 0441 | CBE / Receivables | 254,000 |
- PO-0418 Packaging, 40,000 unitsETB 1,240,000 Approved · posted
- PO-0421 Wheat flour 50 kg × 600ETB 2,016,000 Approved · posted
- EXP-2291 Fuel advance, Mekelle route 4ETB 18,500 Approved · posted
- CR-0093 Credit limit raise, customer 0441ETB 500,000 Approved · posted
In the real system these arrive on the approver’s phone and in Telegram, and each approval is recorded with who, when and why.
Before
- Seven branches, three warehouses, one spreadsheet each; approvals in a chat group; month-end in a week.
After
- Stock, sales, finance and approvals live across every branch; leadership opens one dashboard each morning.
The situation
Seven branches, three warehouses, one spreadsheet each; approvals in a chat group; month-end in a week.
What we built
A distribution company running seven branches from spreadsheets and chat groups moved stock, sales, finance and approvals onto one platform. It was delivered in phases, each one in use before the next began: inventory and warehouses, sales and credit control, purchasing and approvals, finance and month-end and executive dashboard.
How it connects
It works with the tools the organisation already relies on: Banks, Mobile money, Accounting export and SMS. Staff were trained in their own language, and every action in the system is recorded with who did it and when.
Where it stands
Stock, sales, finance and approvals live across every branch; leadership opens one dashboard each morning.
that slows you down.
Tell us how things run today. We reply within one working day with what we would build first and how long it would take.