Nine branches, five countries, and nine different answers to what the stock is worth
Furnishing groups grow by opening: another showroom, another market, another brand. Each opening is fast and each one adds a set of books, a stock position and a way of doing things. The system that was fine at three branches is the reason the ninth takes six months to become profitable.
Recognise any of this
Where the money goes before anyone calls it a problem
If more than two of these are true this week, the cost is already larger than the system you would replace.
- 01
Every new branch is set up the way whoever set it up preferred.
Consolidation becomes a manual exercise and comparison between branches becomes impossible, because the same product is coded differently in three of them.
- 02
Stock in one country cannot be seen from another.
You buy fabric that is already sitting in a warehouse two hours away, and you lose a sale on an item you actually have — in the wrong emirate.
- 03
Made-to-measure orders — curtains, upholstery, blinds — are priced from a list and made to a measurement.
The difference between the two is absorbed by the workshop. Anything cut to size needs the measurement to drive the price, or the complicated jobs subsidise nothing and cost everything.
- 04
Project work and retail run through the same business with different rules and the same reports.
A fit-out project with retention, phases and a variation list looks like a large retail order in the accounts. The reported margin on both is wrong, in opposite directions.
- 05
Each market has its own tax, its own currency and its own compliance calendar.
UAE corporate tax and VAT, Saudi e-invoicing, and whatever the next market requires — handled per branch, by a person, on a deadline. It works until the month it does not.
What we build
The system that removes those, specifically
Not a feature list. Each of these exists because one of the problems above cost somebody real money.
One template, applied to every branch
A defined setup — chart of accounts, product structure, warehouse logic, approval rules — that a new branch is opened onto rather than invented for. The tenth opening looks like the ninth, and consolidation is a report instead of a project.
Stock visible across the group
One product catalogue, one view of what exists and where, with inter-company transfers that post both sides correctly. A sale in Riyadh can see the roll in Dubai.
Made-to-measure pricing that reads the measurement
Cut-to-size products priced from the actual dimensions and the fabric consumption they imply, with the workshop order generated from the same figures the customer was quoted from.
Projects kept separate from retail
Fit-out and contract work run with phases, progress billing, retention and variations, while the showroom keeps working the way a showroom should. Both report their own real margin.
Compliance per market, on one system
VAT and corporate tax in the UAE, e-invoicing in Saudi Arabia, and the local requirements of each market handled by configuration rather than by a separate installation and a separate person.
Group numbers that are actually the group's
Consolidated revenue, margin, stock and cash across every entity, on the same definitions, available when the month closes rather than when the last branch replies.
In this industry
Businesses we do this for
Silvertex
Textiles, furnishing and interior manufacturing
We set up every branch on Odoo and have run the software and its maintenance since — not the operation, the system underneath it. They use close to the full application set, which is rare and is the reason the group runs on one set of numbers rather than nine.
- Branches set up and maintained
- 9+
- Continuous, still running
- 4+ yrs
- Countries on one system
- 5
Questions
What people in this industry ask us first
We operate in five countries. Is one system realistic?
It is what we run for a furnishing group across the UAE, Saudi Arabia, Qatar, Kuwait and Oman today. The hard part is not technical, it is agreeing one product structure and one chart of accounts that every market can live inside. That agreement is the project.
Our branches will resist a standard way of working.
Some of it they should — a rule that ignores a real local requirement deserves to be resisted. The distinction we make is between local requirements, which the template must accommodate, and local habits, which it should not. Getting that line right is most of the value.
How fast can a new branch go live?
Once the template exists, opening a branch on it is measured in days rather than months, because the decisions were made once. That is the actual return on standardising — not the first branch, the ninth.
How we deliver it
Textiles, furnishing and interiors
Start with a diagnosis, not a demo
Two weeks. We walk your floor and your books, and you get the list of where money is leaving the business with a cost against each item. The list is yours whether or not you work with us afterwards.
Monday to Friday, 9:00 AM – 6:00 PM (GST)
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