For machine builders

Built for the handovers
that keep work moving.

A quote, a released bill of materials, a capacity-aware plan and a checked invoice are parts of the same business. Explore how those handovers connect.

Sales to planningEngineering to productionMaterials to productionFinance to decisions

Sales to planning

A promise with
the plan behind it.

A new request affects more than an order. Help sales and planning review the same context before agreeing on the next step.

Illustrative scenario · New machine order

“Can you deliver earlier?”

The customer changes the requested delivery date after the original proposal.

  1. Bring the context together

    Connect the request to the order, items and relevant planning information.

  2. Prepare a proposal

    Highlight constraints and missing information for the responsible team to review.

  3. Record the decision

    Keep the approved response and its rationale with the work before the next handover.

A shared decision for sales and planning, with the reason still attached.

Engineering to production

Build from the
right version.

The definition of a machine is a business decision. Keep BOM versions, routings and the release trail connected to the production work.

Illustrative scenario · BOM release

A change that needs a clear boundary.

Engineering prepares a new bill of materials for an assembly.

  1. Compare the versions

    Review the changed components and quantities against the previous version.

  2. Approve the release

    Route the release proposal to the authorized engineering reviewer.

  3. Preserve production context

    Keep the released definition with the work that uses it, rather than silently replacing an active production order's version.

A reviewed engineering change with a traceable production definition.

Materials to production

See a shortage.
Understand the impact.

A delayed component becomes useful information when purchasing and production can see what it affects.

Illustrative scenario · Supplier update

One component. Several dependencies.

A supplier reports a later arrival for a part needed in an assembly.

  1. Link the change

    Bring the supplier update, item and affected work into view.

  2. Make the exception visible

    Prepare the information needed to discuss a substitution, a schedule change or a supplier follow-up.

  3. Assign the next step

    Keep the owner and agreed action visible to the next team.

A material exception becomes coordinated work with a clear owner.

Purchasing to finance

Three records.
One meaningful check.

A supplier invoice should be reviewed in the context of what was ordered and what arrived.

Illustrative scenario · Purchase invoice

OrderReceiptInvoice

Make the difference visible.

An invoice charges for more components than the goods receipt records.

  1. Read and link

    Bring the supplier, invoice lines and related purchase-order context together.

  2. Check the match

    Compare the price with the order and the quantity with the uninvoiced receipt.

  3. Review the exception

    Give the responsible reviewer the difference and the evidence needed for a decision.

Invoice approval with the order and receipt behind it.

Start with your
most difficult handover.

It could be a quote, a production exception, an incoming invoice or a supplier change. The right starting point is a real process your team can describe and evaluate.

Bring one example. We can use it to discuss the information, decisions and ownership the workflow needs.

See how an evaluation works

These examples illustrate intended workflows using hypothetical situations. They are not customer case studies or confirmation of production financial authority. Data sources, controls and module readiness must be verified for each implementation.

Let's talk about your work

What could work
better together?

Get in touch

Start with your work.

Tell us about your business and the process you want to improve.

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