Custom CRM deployments, workflow automation, and supply chain optimisation — built around how your operation actually runs. Most engagements start with a one-week audit so we know what to build before we build it.
Most software built for mid-sized manufacturers fails for one of two reasons: it was built by people who don't know the operation, or it was built by people who know the operation but can't ship software. We sit on both sides. The same firm that would machine your parts is building your portal, your CRM, and your dashboards.
In practice, that means we almost always start with a one-week audit. Software built without seeing the operation is software built on assumptions — and assumptions are where manufacturing software projects die.
Generic CRMs weren't designed for businesses where the unit of work is a part number, a drawing revision, and a quote against a specific customer price list. We build CRMs that are — and connect them to everything else in the quote-to-cash flow.
This is a working example — every tab, button, and row responded to you. In production, it sits on your quote and customer data.
The places where an operation slows down are rarely where the sales team looks. They're in the handoffs: intake triage, drawing review, quote approvals, expediting, exception handling. That's where LLM agents and well-placed automation pay off — not as novelty, but as quiet infrastructure that removes the friction.
This was live — KPIs animated, pills advanced, the parts-ID screen matched against a mock catalog. In production, this is your floor.
Mid-sized manufacturers usually have more signal in their supply chain than they're using. Supplier performance, reorder patterns, safety stock, obsolescence risk, landed-cost variance — the data is there, but it's sitting across three systems and a spreadsheet. We build the layer that reads across them and surfaces what matters.
Everything here was live — sorted columns, expanded rows, flag acknowledgements. In production, the rows are your suppliers and the flags are on your POs.
One week on site, one written document. We walk the line, read the quote-to-cash flow, and return a briefing document that names what's broken and what's worth fixing. It's the on-ramp to any of the three capabilities above — and it's a standalone engagement when you need an outside read.
Engineers spend an average of 45 minutes per quote locating the current revision of source drawings across two shared drives and an email archive. Sampled over one week, this consumed 11% of engineering capacity.
Minimum stock levels on stainless wear parts were last reviewed in 2022. Two SKUs are over-stocked by an estimated 9 months of cover; one is stocked below a single lead-time of cover.
Five high-volume SKUs are purchased from the original OEM at prices 60–130% above comparable contract machining. No internal process exists to flag these as re-source candidates.
Commercial invoices are re-keyed from the CRM into the broker's portal. Typos trigger review cycles averaging 1.4 days on cross-border shipments.
Payback estimate: recovers ~11% of engineering capacity within 60 days of go-live. Effort: 4–6 weeks.
Expected working-capital release on identified SKUs: $180–220K on first pass. Effort: 2–3 weeks.
Even partial re-sourcing on the top five SKUs projects $90K+ annual cost reduction. Effort: ongoing, 2 hours per month once tooled.
Current supplier provides 100% of Alloy 625 inventory. One qualified alternate identified; no commercial relationship yet.
Setup procedures for two legacy SKUs exist only in one operator's head. Documentation recommended before year-end.
Scope covers: CRM integration, revision-history pull from existing Dropbox archive, role-based access. Excludes: operator-facing shop-floor terminals (phase 2).
Scope covers: 42 stainless SKUs, quarterly automated refresh, buyer-facing dashboard. Excludes: plastics and specialty alloys (phase 2).
This was a live walkthrough of a real deliverable's structure. Your actual audit arrives as a written document, not a screen — but this is how it's organized.
Audits run on a fixed scope and a fixed timeline. A brief discovery call sets the focus — what part of the operation to look at, who we should talk to, and what systems we need access to. The document lands within two weeks of fieldwork.
Start with a concrete problem. The sharpest briefs sound like: "Our reorder desk is drowning" or "Every quote takes three days because nobody trusts the margin number" or "We need a customer portal by Q3." We can take it from there.
If the problem is diffuse — "we need to modernize," "something is slow but I can't name it" — start with an audit. One week, one document, and a short list of projects worth doing. Everything else flows from there.
A sharp description of the problem is the fastest way to scope it. If the problem is diffuse, we'll start with an audit. We respond within three business days.
info@maplempss.com · +1 647-671-4516 · Burlington, ON · Chennai, IN