Reservations and physical stock
Physical and reserved quantities show the stock remaining at each location.

Inventory
Physical stock, reservations and quarantined items show what is available to pick. Quantities, locations, lots and count status stay together. Purchasing, sales and warehouse teams share the same updated stock information.
Reorder levels identify replenishment needs, while transfers and receipts explain incoming goods. Damaged or unchecked items remain separate from available stock until their status is resolved.
Available quantities and reorder levels show which products need replenishment.
Follow stock from its original location through transport to the receiving warehouse.
Check each delivery against the purchase order and record shortages or damage.
Review inspection results before releasing a lot back into available stock.
Warehouse names, storage locations and lots can match your actual operation. Job reservations, counts and handovers provide the stock history, while quantities and unit costs explain the capital held in inventory.
Physical and reserved quantities show the stock remaining at each location.
Compare reserved quantities with job requirements and identify the items still missing.
Choose who counts each location and track when the count is completed.
Track which items and lots were handed from storage to a technician.
Review on-hand quantities at unit cost to understand your current inventory value.
Share stock information across your operations
Keep reservations, counts, quality holds and stock value connected to the products and locations your team uses.
Share quantities, locations, and reservations with everyone who needs them.
Physical quantities, reservations and quarantine status show the difference between what you hold and what is available for a new order or job. Available stock excludes quantities that are already committed or unavailable.

Bring an example of your products and locations to a 30-minute demo. Review availability, reservations, transfers, and stock value.
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