A buyer knows the machine, not the part number. We build the catalogue that gets them from one to the other.
Selling parts is a search problem before it is a stock problem. Everything below follows from that.
A buyer knows the machine and its serial number, not the part number. The catalogue starts from the machine and narrows to the one part that fits that build, rather than listing everything that looks similar.
The drawing is how an engineer finds a part. Each callout on it is linked to the stock item, so the person at the other end orders a number they have actually seen on the machine.
Part numbers get superseded and nobody tells the customer. The system keeps the chain of old and replacement codes, so an order typed from a ten year old manual still lands on the current item.
Service firms and dealers sign in, see the terms their account has and place the order themselves. The parts desk stops reading out prices and availability one call at a time.
Some items stop a production line when they are missing. Those carry their own minimum level and their own warning, separate from the slow moving stock you can afford to wait for.
A part going out under warranty is not a sale, and treating it like one breaks the accounts. The order carries which it is, and the paperwork follows from that.
Both situations are routine for us. Tell us which one applies and we will shape the first call around it.
The process runs in five steps, in the same order on every project. You can stop after any of them.
You outline what you sell, who orders from you and how a part is found today. We ask a few questions and tell you whether this is a job worth doing. If a ready-made product already covers it, you hear that on the same call.
We go through the detail together. How the catalogue is held today, whether there are drawings, which accounting program you use, where stock sits and who logs in.
You receive a document that states what will be built, in what order, on what timeline, and at what cost. You read it before anyone signs anything.
The agreed scope becomes a signed contract. The confidentiality and intellectual property terms are set out in the same document, rather than in a separate one or at a later stage.
Work starts and we deliver at regular intervals. A preview environment goes up within the first week, so you follow progress in the application itself rather than in a status report.
You do not need the technical side to judge this. Here is what changes on the business side.
The hours that went into finding a part for somebody on the phone go somewhere else. The buyer finds it themselves and the order arrives already typed.
When the catalogue knows which build a part fits, the wrong one stops being shipped. Nobody pays the return freight and nobody loses the week.
A machine stops at six in the evening. The engineer orders the part then, and it is waiting for you in the morning rather than on a voicemail.
Which parts sell, which sit, which machine generates the most demand. That answer decides what you stock, and right now it lives in somebody's memory.
A new price list or a superseded code is a change in one place, not a new file emailed to everyone with last month's version still in circulation.
Does it fit, is it in stock, what does it cost. When the buyer can see all three, your staff answer them once rather than twenty times a day.
The questions to put to anyone who offers this work, and the commitments we make on each of them.
Whatever shape it is in, a spreadsheet, a PDF or an old database. We read it and tell you what is usable before anyone talks about building anything.
If the number of parts and the number of buyers are both small, a system costs more than it returns. We would rather say that than sell it.
Stock and invoices live in the program you already run. We connect to it rather than asking you to move, and we check during the review that the connection is possible.
You know the scope, the timeline and the price before you commit. We would rather lose the project at the scoping stage than argue about what was included halfway through it.
Who owns the code, and whether we may name the work as a reference, are both settled in the contract before the first line is written.
The server, the domain and the data stay in your name. We work with access you grant and can withdraw, so leaving us never means losing the catalogue.
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A parts business runs on one question asked a hundred times a day. Which part fits this machine, and have you got it. Everything else in the operation, the stock, the pricing, the invoice, is downstream of somebody answering that question correctly. When the answer lives in one person's head or in a spreadsheet they maintain, the business has a ceiling and the ceiling is that person.
Which system you need depends on what you sell. Where the parts are for vehicles and fitment follows an OE reference, that work is described on the automotive software page. Where the same firm also services what it sells, the repair side belongs with technical service management, and the two share a catalogue. Which of those your project really is becomes clear on the first call.
Tell us what you sell and how a part gets found today. If a ready-made product already covers it, you will hear that on the first call.
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