Demand spike
Bistro Chen +210% butter this week
Three back-to-back orders, double the four-week baseline. Reorder threshold cleared.
A wholesale distributor running order management, customer credit, procurement planning, and invoicing across five disconnected spreadsheets. Orders arrived on WhatsApp and were transcribed by hand. Invoices were raised one at a time — batching was too risky without a connected record. Now the operation runs end-to-end: orders parse automatically, credit is tracked in real time, procurement plans from live demand, and invoicing runs on schedule without anyone chasing status.
Orders arrive however the customer prefers, a WhatsApp note from a chef the night before, an email from an owner first thing in the morning. The system parses each one into a structured order and fans the work out: invoice drafted, procurement queued, supplier purchase order sent. No transcription. No memory of who received what.
Hi! Need 5 kg unsalted butter and 2 ctn salmon for tonight, please by 5pm. Thanks!
A wholesale distributor supplying food and beverage products to restaurants, cafes, and hospitality businesses was running its entire operation through WhatsApp, email threads, and spreadsheets. Orders came in through messaging apps at all hours, chefs placing orders the night before, restaurant owners sending lists first thing in the morning. Staff transcribed each one manually, then walked it through invoicing, procurement, and supplier management by hand.
The person who knew where an order stood was the person who had received the message. When they were unavailable, everything slowed down, and in F&B, slow means a kitchen running short.
The distributor’s customers operate on tight windows. A restaurant that doesn’t receive its delivery on time doesn’t have the option to wait. The distributor knew this, but the operation wasn’t built to match that urgency.
There was no single record of what had been ordered, what had been invoiced, what still needed to be procured from suppliers, or what each establishment owed. Orders were confirmed by memory. Procurement decisions were made on yesterday’s picture. When something slipped, it was discovered at the point of delivery, too late to fix cleanly.
Three back-to-back orders, double the four-week baseline. Reorder threshold cleared.
Weekly orders trending down. Worth a check-in before account churn.
Forward orders exceed projected stock by Friday. Supplier lead time ≈ 36h.
Wholesale price update applies to active price list. Rolling-window pricing engaged.
Orders from establishments are captured and structured automatically, including orders sent via WhatsApp, parsed directly into the system without manual transcription. Each order flows into invoicing, procurement, and supplier purchase orders in a single connected workflow.
Establishments access a self-service portal to place orders, track delivery status, and manage their accounts without calling in. The chasing stops at the source, customers see the same picture the operation does.
Supplier pricing is managed with rolling time windows that reflect the volatility of food supply costs. Procurement decisions read against live demand, not yesterday’s picture. The accounting system receives clean exports, eliminating manual re-entry.
As the system operates across the distributor’s customer base, it builds a picture of demand patterns across every establishment, which products each customer orders, at what frequency, in what volume, and how that shifts across the week and season. It surfaces signals before they become problems: an establishment ordering significantly below their typical volume, a procurement gap forming on a high-velocity product, a supplier pricing shift creating margin pressure across a category. The longer it runs, the more precisely it anticipates what the operation needs before anyone has to ask.
Orders no longer depend on individuals knowing where things stand. Staff time shifted from transcription and coordination to work that moves the business forward. Establishments stopped calling to chase order status, the portal gave them direct visibility. The procurement team stopped making decisions on stale data. The accounting team stopped re-entering what the system already knew.
We build operational software around how your operation actually works, not the other way around.
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