We deliver warehouse management end to end — site survey, slotting and routes, item coding and labels, receiving and delivery control, opening and cycle counts, and metrics measured after go-live — on Odoo or on your current system.
Direct answers
Six outputs: an on-site survey report, an approved slotting and route design, item coding with scan-ready labels, configured receiving, delivery and reordering rules, an opening count that builds correct balances plus a cycle-count plan after it, and team training with written operating procedures. After go-live: measurement against an agreed baseline.
The default is Odoo, because it covers stock and accounting on the same database. If you already run a warehouse system you want to keep, we first inspect its APIs and its ability to exchange movements, then decide: integrate, replace gradually, or keep it and connect reporting only. We will not promise an integration before inspecting the interfaces.
Both. In an existing warehouse we start with the survey and re-slot in stages without stopping work, because shutting the warehouse for a full rearrangement costs selling days. In a new warehouse we join at the design stage before the racks are installed, because fixing a layout after installation is expensive.
We build a baseline before intervening: current count variances, items sitting below the reorder point, and the actual picking time. Then we measure the same indicators after go-live over one or more cycles. We neither announce improvement percentages in advance nor guarantee figures before measuring — the numbers come from your own data and are presented in a measurement report.
Deliverables
Eight tangible outputs, each with a document or an artefact you can inspect — not recommendations left to interpretation.
Reading the area, aisles and movement rates, then splitting locations hierarchically (zone → aisle → shelf) and mapping them in the system against the actual layout.
Output: an approved location map
A route per case: a direct receipt or one through inspection, one-step or two-step picking, and transfers between locations — with a deliberate number of steps, not the default.
Output: documented routes
A coding structure that stays stable as new items arrive, plus shelf and item labels ready for barcode scanning, with installation instructions that leave nothing to guesswork.
Output: coded shelves and items
Receive against the purchase order, record short and over deliveries before the vendor bill closes, and route items through inspection where quantity or quality needs checking.
Output: a written receiving procedure
Reserve stock for confirmed orders, pick from the specified locations, and state a clear shortage policy: a temporary partial delivery or waiting for the rest.
Output: an agreed shortage policy
A minimum and an order quantity per item and location, based on actual consumption rather than a guess, and generated automatically at the trigger point.
Output: rules for every moving item
A physical count that builds the opening balances, and a cycle-count plan afterwards in batches that keeps accuracy high without stopping the warehouse.
Output: balances that match the shelf
Choosing the valuation method with your accountant (standard, FIFO or weighted average) and linking stock movements to their entries so the inventory value matches the ledger.
Output: value that matches the ledger
Method
Six stages, each with a written output, starting from the warehouse floor rather than a meeting room.
A visit to the warehouse: measuring areas and aisles, following one real item from receipt to dispatch, and talking to the people who actually do the work.
Output: a current-state report with observations
The location and route structure, the item coding scheme, and the receiving, shortage, counting and reordering policies — each decision reviewed for its effect on daily work.
Output: an approved design document
Configuring warehouses, locations, routes and permissions in the system, then printing and fitting the labels on the racks according to the location map.
Output: a configured system and coded racks
Migrating items, units and price lists, then physically counting the balances and adjusting the differences with a recorded reason before go-live.
Output: balances that match the physical count
A full cycle under direct supervision — receive, put away, pick and dispatch — while training the team on the device and the procedure at the same time.
Output: a team running on written procedures
A post-go-live review against the agreed baseline, a measurement report with the differences, and a list of improvements ordered by impact.
Output: a measurement report and improvements
Inside the work
The expected set: the site survey, the slotting design, the labels, the opening count, the operations view, and the measurement report.
The images shown now are temporary placeholders that mark each slot and what it should contain. They are replaced with real images from the dashboard (/admin/warehouse-screenshots) with no code change. We never publish a client’s warehouse photo without permission.
Measurement
The indicators the system exposes — baselined before we intervene and measured after it.
The gap between the system and the shelf per count and per location, sorted by impact — the first indicator that exposes a process problem rather than a person.
What has reached or fallen below its minimum, with the suggested quantity — before sales stop rather than after.
From order confirmation to dispatch, to see what the slotting and route design did to working speed.
What has not moved in a while and what is nearing expiry, to decide on discounting or returning it before it becomes a loss.
The inventory value in the system against the asset account in accounting — a gap here means an unposted movement or a wrong valuation.
These are indicators read from your own data, not promises of numbers. We build the baseline with you before starting and present the difference afterwards in a measurement report. Any improvement figure mentioned later is calculated from that measurement, never estimated.
Who for
Operations where the gap between the book balance and the shelf recurs, and costs more than fixing it does.
Many items moving fast, where the gap between the shelf and the system shows up immediately as empty shelves and lost sales.
Multi-destination shipments that need accurate picking by quantity and lot before delivery windows.
Raw materials, work in progress and finished goods in the same building, where mixing them corrupts production cost.
Many small orders, where real-time reservation is the difference between a confirmed sale and an order cancelled two days later.
Materials issued to several sites, needing tracking by the consuming site rather than only by the warehouse.
The same item in more than one place, needing a single view and transfers between sites without losing the quantity.
Integration
A warehouse is not run in isolation: a movement starts at a purchase order or a sales order and ends in a journal entry.
Receipt, delivery and adjustment entries are created from the movement itself, so the inventory value matches the ledger.
The purchase order creates the receipt, the receipt matches the bill, and the difference is recorded before payment.
An order reserves stock immediately and the till deducts in real time, so nothing sells that is not there.
Materials are consumed by the work order and finished goods are added at cost, so production shows in quantity and cost.
A scanner or a phone for counting, and a label printer for shelves and items — the hardware you have is inspected before it enters the scope.
Scope
Described scope with no published prices: cost depends on warehouse area, item count, branches and integrations, and is quoted after the survey.
The site survey, a current-state report, the slotting, route and coding design, and an implementation plan you can put in front of management.
The right start for a documented decision
Everything in survey and design plus configuration and labelling, item migration, the opening count, training, and a supervised go-live cycle.
The common single-warehouse scope
Everything above with several sites, multi-step routes, several scanning devices, and additional customisation and integrations — with one measurement plan across them.
Quoted after the site survey
We publish no price before the site survey: cost follows warehouse area, item count, branches and integrations.
FAQ
Direct answers on scope, responsibility and what we do not do — without inflation.
Six outputs: an on-site survey report, an approved slotting and route design, item coding with scan-ready labels, configured receiving, delivery and reordering rules, an opening count that builds correct balances plus a cycle-count plan after it, and team training with written operating procedures. After go-live: measurement against an agreed baseline.
The default is Odoo, because it covers stock and accounting on the same database. If you already run a warehouse system you want to keep, we first inspect its APIs and its ability to exchange movements, then decide: integrate, replace gradually, or keep it and connect reporting only. We will not promise an integration before inspecting the interfaces.
Both. In an existing warehouse we start with the survey and re-slot in stages without stopping work, because shutting the warehouse for a full rearrangement costs selling days. In a new warehouse we join at the design stage before the racks are installed, because fixing a layout after installation is expensive.
We build a baseline before intervening: current count variances, items sitting below the reorder point, and the actual picking time. Then we measure the same indicators after go-live over one or more cycles. We neither announce improvement percentages in advance nor guarantee figures before measuring — the numbers come from your own data and are presented in a measurement report.
Not in most cases. Labelling and configuration happen in stages, and the opening count is planned for the quietest window — a weekend or after hours — on groups of items rather than the whole warehouse. Physically re-slotting shelves may need a limited stop window, and we state it in the design before starting.
Yes, and training is part of go-live rather than an add-on: the team trains on the device and the procedure together during a real supervised cycle, then we hand over short written procedures per role (receiving, picking, counting) in Arabic, with a re-training session after the first week because that is when mistakes usually appear.
Supplying metal racks, air-conditioning, electrical or security work, performing the count itself, determining the correct opening balances, and legal or labour advice. We configure the system, train and reconcile what was counted, but the physical work inside the warehouse and its accuracy are the client’s and their contractors’ responsibility.
Four details are enough: warehouse area, item count, number of branches or sites, and the current stock system.
Tell us the warehouse area, item count and branches, and we will come back with a survey plan and a clear scope.
Request a proposalWe are a systems implementation and integration company, not a certification body. The survey, design, configuration, training and measurement are within our scope; physical counting accuracy, safe storage and statutory compliance remain the client’s responsibility. We announce no improvement percentage before measuring it against an agreed baseline, and we document the responsibility boundary in the proposal.