A blueprint scenario — the shape of a typical build, with the modules, timeline and pricing we’d actually quote.

The business

A mid-sized manufacturing unit near an industrial belt: 180 workers across three shifts (a mix of permanent and contract), two raw-material stores, a finished-goods godown, and a shop floor of machines whose maintenance dates live in a diary. Attendance is a biometric device whose reports nobody reconciles; stock is Excel; breakdowns are WhatsApp.

The problem

Month-end payroll inputs take the HR executive three days of reconciling biometric dumps against shift rosters and leave slips. Stock counts differ from the sheet every single audit. Machine AMCs lapse silently until a breakdown makes them urgent. Management sees everything a week late, if at all.

The suite

• HRMS — shift rosters (including night shifts crossing midnight), biometric-integrated attendance for permanent and contract workers, leave workflows, and a clean monthly payroll-input file.
• Inventory — item masters for both stores and the godown, goods inward against POs, issues to production, reorder alerts, and cycle counts with variance reports.
• Asset Management — every machine with its AMC dates, preventive-maintenance schedule and full service history.
• Facility/Helpdesk — breakdowns and building complaints raised from the floor by phone, routed to maintenance, tracked to closure — and logged against the machine’s record.
• Reports & Analytics — daily attendance, stock position and open-breakdown dashboards for management, on mobile.

Integrations

Biometric attendance devices (documented, credentialed — free). Tally for purchase and stock-value sync (free). An older PLC-linked weighbridge would be scoped separately and quoted upfront if wanted.

Timeline and cost

Built in 8 days, live in ~4 weeks including data migration (employee master, item masters, asset register), pilot with stores and security, and cutover. ≈ ₹80,000 one-time on managed cloud, then a per-active-user licence — roughly 35 actual users (HR, stores, maintenance, supervisors, management) out of 180 employees. The other 145 don’t cost anything.

What changes

Payroll inputs drop from three days to one screen. Stock and the sheet stop diverging because the sheet is gone. AMC lapses stop being discovered by breakdown. And the plant’s operating picture — people, stock, machines — is one dashboard, current as of now.