Industry one-pager

Textiles, furnishing and interiors

Nine branches, five countries, and nine different answers to what the stock is worth

What it costs you today

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
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.

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.
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.
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.

Silvertex
Textiles, furnishing and interior manufacturing
9+ Branches set up and maintained
4+ yrs Continuous, still running
5 Countries on one system

Thirty minutes on the phone. We tell you whether we can help and roughly what it takes — before anyone talks about scope or price.