CloudERP.One delivers purpose-built cloud ERP for 12 industry verticals — each configured, tested, and ready from day one. Not generic software stretched to fit.
Twelve branches, one live stock position, one price list, one P&L — by the 1st, not the 21st.
Poultry, pigs, fish, crops — every batch a cost centre. Know your margin at day 20, not at harvest.
Meter readings locked, tank dips measured, every attendant reconciled to the naira, every shift.
Generic ERP forces you to adapt your business to the software. CloudERP.One works the other way around — each vertical is pre-configured for how your industry actually operates.
You have twelve branches. Do you know which one is quietly losing money right now?
You know what you spent on feed this month. Do you know what each batch actually cost you — and what it returned?
Your line ran all week and the store is full of finished goods. Did you actually make money on any of it?
You moved four hundred orders this week. How many of them have actually been paid for?
You quoted ₦80M and you're 70% through the build. Do you know if you're still on budget — or is the site engineer's word all you have?
You sold that car eight months ago. Do you know when it's due for service — and whether the customer will come back to you?
Your associates were in chambers until nine last night. How much of that time will ever reach a fee note?
You have 180 clients on retainer. Which of them has a filing due this week — and who in your team owns it?
You know exactly how many litres came in. Do you know how many you actually sold — and who has the difference?
The client said it was the best event they've ever had. Do you know — to the naira — whether you made money on it?
You know what a bag of flour costs. Do you know what each loaf costs — today, at today's flour price?
Your pharmacy dispensed four hundred items today. How many of them made it onto a bill?
Most ERP systems are built for large enterprises and retrofitted for SMEs. CloudERP.One starts from your industry and builds up — not the other way around.
Every module, workflow, and report is set up for your specific industry before you even log in.
Works on any device, across multiple locations, with offline capability where it matters.
No months-long rollouts. Most clients are live in 2–6 weeks with dedicated onboarding support.
Nigerian statutory requirements — VAT, PAYE, PENCOM, FIRS e-invoicing — handled out of the box.
See CloudERP.One running in your industry vertical. No slides — a live walkthrough of your actual workflows.
We configure your instance — chart of accounts, product catalogue, user roles, and workflows — before you touch it.
Your existing data — customers, inventory, suppliers — migrated cleanly. No starting from scratch.
Staff training, go-live support, and ongoing helpdesk. You are never left to figure it out alone.
We had 12 branches running on spreadsheets and WhatsApp. CloudERP.One gave us real-time visibility across all of them within the first month. The stock discrepancies alone paid for the subscription.
Tracking feed costs and mortality rates used to be guesswork. Now I know exactly what each animal cohort costs me and what it yields. My margins improved in the first quarter.
We were losing money on fuel we couldn't account for. CloudERP.One's shift reconciliation caught the variance on day one. We recovered the cost of the system in the first week.
Book a free demo. We'll show you CloudERP.One running live in your specific vertical — your workflows, your reports, your data structure.
Multi-branch retail fails in the spaces between the branches — stock that moved but was never recorded, prices that changed at head office but not at the till, managers reporting what they want you to hear. CloudERP.One closes those spaces.
A single store is easy to run — the owner sees everything. The trouble starts at branch three. Now you depend on a branch manager's stock count, a supervisor's sales report, and a WhatsApp message saying "we've run out of the 1.5L." Each layer of reporting is a place where the truth gets softer.
Meanwhile the money leaks quietly: items sold below the current price because the till was never updated, stock "transferred" to another branch that never arrived, fast-moving lines out of stock while slow-movers sit for months, and a monthly P&L that arrives three weeks late — too late to act on.
CloudERP.One for Retail was built by people who have spent fifteen years inside Nigerian retail chains — supermarkets, pharmacies, fashion, electronics. It puts head office and every branch on the same live system, so the version of the truth you see is the same one the shop floor is operating from.
Branch stock counts are done monthly, by the same staff who handle the goods. Shrinkage, breakages, and unrecorded write-offs accumulate silently until the count reveals a gap nobody can explain. By then, the money is gone and the trail is cold.
Head office moves the price of a fast-moving SKU. Half the branches update it the same day, two update it a week later, and one never does. For days you sell at the old price — and the margin loss is invisible because every branch "followed the price list."
Stock is moved between branches on a handwritten note. The sending branch reduces its count; the receiving branch "will add it when it lands." It never quite does. The stock is now in nobody's inventory — and nobody notices until the next count.
Every operational moment that matters — recorded where it happens, reconciled automatically, reported before you have to ask.
Every branch runs on the same inventory ledger. When an item scans at the till in Ikeja, head office sees the stock position drop in real time. Reorder alerts fire per branch based on that branch's own sell-through rate — not a company-wide average. Slow-moving stock is flagged for redistribution before it ages into a write-off.
Stock counts are done on a handheld or phone, in cycles by aisle or category, so the count is continuous rather than a monthly disruption. Variances are surfaced immediately, by item and by counter, not buried in a month-end report.
The POS is part of the ERP — not a separate system that syncs "later." Prices, promotions, and product listings are set once at head office and are live at every till instantly. A branch cannot sell at a price head office did not set. Every sale posts to inventory and to the ledger at the moment it happens.
When the internet drops, the till keeps trading on its local cache and reconciles the moment the connection returns — no lost sales, no manual re-entry, no gaps in the record.
A transfer is raised in the system, not on paper. Stock leaves Branch A into an in-transit state — visible to head office, belonging to nobody yet. It only leaves in-transit when Branch B receives it and confirms the quantity. If Branch B receives 48 of 50, the discrepancy is flagged instantly, with both branches and the driver named on the record.
Requisitions run the same way: a branch requests stock from the central warehouse or another branch, head office approves, and the transfer is tracked door to door.
Because every sale, transfer, receipt, and expense posts to the ledger as it happens, the branch P&L is live — not assembled at month end. Head office sees gross margin per branch, per category, per day. The branch manager sees the same figures for their own store.
Branch comparisons show who is genuinely performing and who is being flattered by a good location. Staff sales performance is visible by cashier. And the monthly management accounts are ready on the 1st, not the 21st.
What the MD sees at 8am before any branch manager has sent a report — every branch, every margin, every stock-out.
Cloud POS with offline continuity, head-office price control, cashier reconciliation
Live stock by branch, cycle counts, reorder points per store, ageing analysis
In-transit tracking, receiving confirmation, discrepancy flagging by branch
Suppliers, purchase orders, goods received, supplier performance
Loyalty programme, tiered pricing, credit accounts, purchase history
Live branch P&L, category margin, branch comparison, cashier performance
Book a free demo. We'll walk through a full day across a multi-branch setup — a sale, a transfer, a stock-out alert, and the head-office view — live on screen.
Farming is a business of cycles — a flock, a pond, a pen, a planting season. Profit lives inside each cycle, and most farms cannot see it until long after it is over. CloudERP.One tracks every input and every output per batch, so you know your true margin while there is still time to act on it.
A poultry farm with six houses buys feed centrally. It goes into a store and is drawn down by whoever needs it. At the end of the cycle the owner knows the total feed bill — but not which house consumed what, which flock converted feed to weight efficiently, and which one quietly ate the profit.
The same pattern repeats across every farm type. Fish farms feed ponds without logging it against the pond. Crop farms buy fertiliser and seed for the season but cannot attribute them to a field. Mortality is counted at the end, not the day it happens — so the disease that started on day 14 is discovered on day 40.
CloudERP.One for Agriculture & Farming treats every batch, pond, pen, flock, and field as its own cost centre. Inputs are consumed against it. Outputs are sold from it. Mortality, weight, and yield are logged to it. At the end of the cycle — or any day in the middle — you see the true cost and the true return, per unit.
Feed is the largest cost on most livestock farms — often 60–70% of total. When it leaves the store without being logged to a specific house, pond, or pen, the farm loses the single most important number in the business: feed conversion ratio per batch. High-FCR batches keep getting fed because nobody can see they are unprofitable.
Ten birds die on Tuesday. Nobody records it. Fifteen more on Wednesday. By the time the weekly count reveals the drop, the disease has spread across the house and the vet is called too late. Daily mortality logging turns a catastrophe into an early warning.
Catfish are harvested and sold at ₦1,800/kg. It feels like a good price. But the pond consumed 2.1 tonnes of feed, three rounds of pond treatment, and 22 weeks of labour — and nobody totalled it. The "good price" was a loss. Next cycle, the same thing happens.
At deployment you tell us what you farm, and CloudERP.One configures itself around it — the records, the cycle, the reports, the vocabulary. Pick your type below to see exactly what we track, where your money leaks, and what your dashboard will show.
The fastest cycle in farming and the least forgiving. A broiler flock is placed and sold inside six weeks; a layer flock is a fifteen-month production asset. Both live or die on feed conversion, daily mortality, and — for layers — the hen-day percentage almost nobody is calculating. CloudERP.One runs each flock as its own cost centre from day-old chick to final sale.
Six houses, one feed store, one bill. Without per-house issue, a flock converting at 2.1 is fed the same as one at 1.6 — and both look average on the monthly feed bill.
Eggs go from the house to the crate to the buyer. If collection isn't logged per house per day, hen-day percentage is unknown — and the gap between eggs laid and eggs sold is exactly where the theft hides.
By the time the weekly count shows a 3% drop, the disease has been in the house for five days and the vet is being called too late.
A layer house shows the same board with hen-day %, crates collected today, egg stock, and cracked/reject rate in place of weight and FCR.
A piggery is really two businesses: a breeding herd that produces piglets, and a grow-out operation that turns them into pork. The first is measured in litters per sow per year and pre-weaning mortality; the second in daily gain and feed conversion by stage. Most farms track neither — and keep unproductive sows for years. CloudERP.One runs every sow as an individual asset and every litter as a batch.
A sow producing 1.4 litters a year with seven weaned eats the same feed as one producing 2.2 litters and ten weaned. Without a per-sow record the farm cannot tell them apart — and feeds both for five years.
Finisher feed is the most expensive ration and the most over-fed. Drawn from one store for all pens, it goes to the growers too — and the cost per kilo of pork quietly climbs.
Twenty finishers sold at ₦180,000 each. What did they cost to raise — the litter, the feed by stage, the medication? Nobody added it up per batch, so nobody knows if that was a good price.
The four sows due this week are already on the farm manager's phone. The 8.1% pre-weaning loss is above the farm's 6% threshold — and it is flagged before the next farrowing, not after.
Small-ruminant farming is a numbers game played over a long cycle — five months of gestation, three months to weaning, a year to a saleable animal — and it is won or lost at two moments: kidding, and the festive-season sale. Animals that are not tagged cannot be managed; deaths that are not recorded become a flock that shrinks without anyone knowing why. CloudERP.One puts every animal on the register and every sale against a target weight and a date.
A flock "of about 140" is a flock nobody controls. Without tags and a register, a death, a theft, and a sale look identical: the animal is simply not there any more.
A doe that kids once a year with singles is fed the same as one that twins every eight months. Over five years the difference is a dozen animals — and the farm never sees it.
The best price of the year lasts two weeks. Animals that are 3 kg under target when the buyers come are sold cheap or held for another year. A target weight per animal, tracked monthly, sells the right animals at the right time.
Thirteen animals are behind the Sallah target. With eight weeks to go, the farm can push their supplement now — or decide which ones to hold for Christmas instead.
Cattle are the highest-value animals on any farm and the most poorly recorded. A dairy is a daily manufacturing operation in which each cow is a machine with its own output curve; a beef operation is a fattening business in which every day on feed has a cost. Both fail the same way — milk recorded at the bulk tank instead of per cow, cattle sold by eye instead of by weight. CloudERP.One records every animal individually and every litre, every day.
600 litres a day from 30 cows. Which six are giving 8 litres and which are giving 28? Without per-cow recording the farm keeps feeding the 8-litre cows and calls the tank total normal.
A cow that should calve every 13 months is at 19 months and still not pregnant. That is six months of feed for no milk and no calf — and it happens to a third of the herd when nobody is watching the breeding dates.
Fattening cattle sold "when they look ready" rather than at a target weight with a known days-on-feed cost. The buyer knows the weight. The farmer is guessing — and the buyer knows that too.
Five cows under 12 litres are named, not averaged away. Two cows on antibiotics have their milk automatically excluded from the saleable total — no residue risk, no guesswork.
Fish farming is the only livestock enterprise where you cannot see your animals. Mortality happens under the surface, feed is by far the largest cost, and a single bad night of low oxygen can wipe out five months of investment. The farm that survives logs feed per pond every day, samples weights every fortnight, and knows its cost per kilogram before the buyer arrives. CloudERP.One runs each pond, tank, or cage as its own batch from stocking to harvest.
Feed is 60–70% of the cost of a kilo of catfish. Ten ponds, one feed store, one invoice — and the farm cannot tell which pond is converting at 1.2 and which at 1.9. Both get fed the same tomorrow.
Stocked 10,000 fingerlings; harvested 6,100 fish. The 39% loss happened somewhere in five months — but with no daily mortality log and no fortnightly sampling, nobody knows when, why, or in which pond.
1.8 tonnes at ₦1,800/kg feels like a good day. The pond consumed ₦2.9M of feed, ₦180k of fingerlings, ₦120k of preparation and treatment, and 22 weeks of labour. The margin was thin — and next cycle will be run the same way.
The oxygen reading is below the 4 mg/L threshold. The farm gets that alert at 6am — before it becomes a pond full of dead fish at 6pm.
Arable and horticultural farming runs on a season, not a shift — and that is exactly why the money disappears. Inputs are bought in bulk before planting, labour is paid by the day across a dozen activities, harvest is weighed at the market instead of at the field, and by the time the crop is sold nobody can say what a bag of maize actually cost to grow. CloudERP.One tracks every activity, input, and hour against the field it was spent on.
200 bags of NPK bought in March. 140 reached the fields. The other 60 were sold, borrowed, or never applied. Without issue-to-field records, the yield gap at harvest looks like bad weather.
Forty workers weeding at ₦3,000 a day across four fields. Which field, which crop, how many days? Labour is a third of the cost of most crops and is almost never recorded against the activity it was spent on.
The crop leaves the field in bags nobody counted and arrives at the store or the buyer in bags somebody counted. The difference is the transport gang's bonus.
Urea is 14% over plan with the second application still to go. The farm manager sees that on Monday — and decides whether to buy more or find out where the first application went.
A greenhouse is a factory. It runs continuous cycles, harvests several times a week, sells to buyers who want a grade and a delivery day, and consumes nutrients, agrochemicals, and skilled labour every single day. The margins are the best in agriculture — and the easiest to lose, one ungraded harvest and one unlogged fertigation at a time. CloudERP.One runs each tunnel and crop cycle as a batch with yield per square metre, cost per kilo, and revenue by grade.
Tomatoes picked in the morning and loaded by evening. If grading happens at the buyer's dock instead of at the pick, Grade A is sold at Grade B prices — and the farm has no record to argue with.
Nutrient solution mixed daily from 25 kg bags. What was used this week, this cycle, per tunnel? At ₦40,000 a bag, an unlogged over-dose is invisible until the season's fertiliser bill arrives.
Six deliveries a day to hotels and supermarkets — some cash, some on credit, some on standing orders. Without an invoice per delivery, the month's harvest and the month's cash never reconcile.
Bay 2 was sprayed on Tuesday. The system blocks harvest from that bay until the seven-day pre-harvest interval clears — so no treated fruit reaches a supermarket shelf.
Integrated farms run every enterprise on the same instance — poultry, catfish, and maize each with their own batches and their own P&L — while shared labour, equipment, and the input store are apportioned between them. You see each enterprise on its own, and the farm as a whole.
Whatever you farm, four capabilities run underneath it — batch costing, input control, health and mortality, and sales against the batch. Your farm type decides what they are called and what they track.
At deployment you choose your farming type — poultry, pigs, goats and sheep, cattle and dairy, aquaculture, crops, greenhouse, or mixed — and CloudERP.One configures itself around it. A broiler farm sees flocks and houses. A catfish farm sees ponds and stocking dates. A maize farm sees fields and planting seasons. Nothing irrelevant, nothing missing.
Each batch has a start (day-old chicks, fingerlings, weaners, a planting) and an expected end (harvest, sale, offtake). Everything that happens in between is recorded against it.
Feed and inputs are received into store as stock. When they are drawn — a bag of grower mash to House 3, fertiliser to Field B, pond treatment to Pond 7 — they are issued against that batch. The store balance drops; the batch cost rises. Feed conversion ratio is calculated live as weights are recorded.
Reorder alerts fire based on actual daily consumption per batch, so you never run out of feed mid-cycle and never over-buy for a batch that is about to be sold.
Mortality is recorded daily per house or pond with the cause where known. The system shows the trend line — so a rising mortality curve is visible on day three, not day thirty. Vaccination and treatment schedules are set per batch type and generate reminders. Weight sampling is logged and compared to the expected growth curve for that breed or species.
For dairy and layers, daily production (litres, eggs) is recorded per animal group and trended against feed intake. A drop in production per unit of feed is flagged immediately.
Sales are recorded against the batch they came from — 400 broilers from Flock 12 at ₦4,200 each, 1.8 tonnes of catfish from Pond 3, 60 bags of maize from Field A. The batch P&L updates: total inputs, total labour allocated, total revenue, margin per bird, per kilo, per bag.
Batch-to-batch comparison shows which breeds, suppliers, feed brands, and management approaches actually produce the best margin — turning farming from intuition into evidence.
What the farm owner sees at day 31 — enough time to fix a feed issue, call the vet, or hold the price. Not a post-mortem at day 42.
Flocks, ponds, pens, fields — each a cost centre with a start, an end, and a P&L
Store receipts, issues to batches, live balance, reorder by actual consumption
Daily mortality with cause, vaccination schedules, treatment records, trends
Weight sampling, growth curves, eggs/milk/harvest per group or field
Sales per batch, buyers, pricing, receivables, harvest records
Batch P&L, FCR, batch comparison, margin per unit, multi-farm view
Book a free demo. Tell us your farm type and we'll walk through a full cycle — placement, feeding, a mortality event, sampling, and sale — with the P&L building live.
Manufacturing profit hides inside the work order — in the raw materials that were over-issued, the machine hours nobody logged, the scrap that went in the skip, and the rework that ate Thursday. CloudERP.One costs every work order as it runs, so you know the real margin before the goods leave the dock.
Most factories price their products from a standard cost — a bill of materials worked out once, plus a labour and overhead estimate. Then reality happens: the supplier changes the resin grade, the mixer runs 40 minutes over, the packaging line rejects 8% of output, and the night shift over-issues raw material because the store was unattended.
None of that reaches the standard cost. The product still "makes 22% margin" on the spreadsheet. The bank balance says otherwise, and nobody can explain why — because the actual cost of any specific batch was never captured.
CloudERP.One for Manufacturing captures the real cost of every work order as it moves through the plant — materials actually issued, labour actually booked, machine time actually used, scrap actually recorded — and compares it to the standard. The variance is visible per order, per product, per shift, per week. You see where money is leaking while you can still stop it.
The BOM says 100 kg of resin per batch. The store issues 110 kg because the operator asked for "a bit extra." The extra is never returned, never recorded, never costed. Across 200 batches a month, that is two tonnes of resin — paid for, consumed, invisible.
A line stops for 90 minutes waiting on a part. A batch fails QC and is reworked. Neither is logged to the work order. The finished goods are eventually shipped at the standard price — and the factory has no idea that this particular order cost 30% more to make than the one before it.
The planner schedules Monday's run. Monday morning the operator discovers the store has 40 kg of an ingredient that needs 120 kg. The line waits. Purchasing rushes an order at a premium. This happens because planning and inventory live in two different spreadsheets that have never met.
Every operational moment that matters — recorded where it happens, reconciled automatically, reported before you have to ask.
Every product has a multi-level BOM — raw materials, sub-assemblies, packaging, and the labour and machine routing to produce it. The BOM carries a standard cost. When a work order is created from it, the system reserves the required materials and checks availability against real stock — before the order is released to the floor.
As materials are issued and operations completed, the work order accumulates actual cost. Standard vs. actual variance is visible on the order itself, broken down by material, labour, and overhead.
A work order moves through the operations defined in its routing — mixing, moulding, finishing, packing. Each operation is started and completed on the floor (by tablet, phone, or terminal), logging the time, the operator, and the machine. Downtime is recorded with a reason code. Partial completions are supported.
Supervisors see the live status of every order on the floor — what is where, what is late, what is waiting on material or a machine — without walking the plant.
The production plan drives material requirements. The system compares what the schedule needs against what is in stock, on order, and already reserved — and produces a purchase requirement list with dates. Purchasing sees what to buy and when, before the shortage reaches the machine.
Goods received against purchase orders update stock immediately, with quality inspection at receipt for materials that require it. Supplier performance — on-time, in-full, quality — is tracked per supplier.
Quality inspection points are defined in the routing — in-process checks and final inspection. A batch cannot move to finished goods until its inspection is passed. Rejected quantities are recorded as scrap or routed to rework, with the cost of both landing on the work order that caused it.
Finished goods enter stock by batch, with traceability back to the work order, the raw material lots consumed, and the operators involved — so a customer complaint can be traced to its root cause in minutes.
What the production manager sees before the batch ships — a 5-point margin gap, and exactly where it went. Not a surprise at month end.
Multi-level BOMs, standard costs, versioning, actual vs. standard variance
Operations, work centres, shop-floor logging, downtime, live status
Requirements planning, reservations, purchasing, goods received, inspection
In-process and final inspection, holds, rejects, rework, scrap costing
Batch stock, traceability to material lots, customer orders, dispatch
Order profitability, product-line P&L, utilisation, supplier performance
Book a free demo. Bring one of your products — we'll build its BOM, run a work order, issue materials, record a scrap event, and show you the actual margin. Live.
Distribution is a credit business dressed up as a logistics business. The trucks are the visible part; the receivables are where the money is. CloudERP.One controls both — from the warehouse bin to the customer's outstanding balance — so growth in volume becomes growth in cash, not growth in debt.
A distributor's balance sheet is a warehouse full of stock and a ledger full of receivables. Both are supposed to turn into cash. When they do not — when stock ages, when customers stretch from 30 days to 90, when a van salesman's "credit sales" are really goods he cannot account for — the business is quietly starving while the sales figures look healthy.
The pattern is familiar: sales reps push volume because that is what they are paid on. Credit is extended informally, on relationships, with no enforced limit. The warehouse dispatches whatever is picked, with no link to whether the customer is already over limit. Van salesmen load in the morning and reconcile at night — sometimes.
CloudERP.One for Wholesale & Distribution puts a credit control gate on the order, a reconciliation gate on the van, and a receivables ageing report on the MD's phone every morning. The business keeps its volume — and starts keeping its cash.
A key account is at ₦4.2M outstanding against a ₦3M limit. The rep does not know; the warehouse does not care; another ₦800k order is picked, packed, and delivered. The exposure grows. When the customer finally defaults, the loss is ₦5M — not the ₦3M you had decided you could tolerate.
A van loads 120 cartons at 7am. At 6pm the salesman returns with cash for 85, invoices for 20 on credit, and 15 cartons "still on the van." Tomorrow the count is different again. Without a hard reconciliation of load-out, sales, credit tickets, returns, and physical stock, the van is an unmonitored branch on wheels.
Fast-movers run out; slow-movers sit for five months. Without stock ageing and velocity by SKU, purchasing keeps re-ordering on gut feel. Working capital is locked in cartons that will eventually be discounted, returned to the supplier, or written off — while the fast-moving lines that fund the business go out of stock.
Every operational moment that matters — recorded where it happens, reconciled automatically, reported before you have to ask.
Every customer has a credit limit and a payment term. When a sales order is entered — by a rep on the road, a telesales agent, or the customer through a portal — the system checks outstanding balance plus this order against the limit. Over limit, the order holds for approval. It cannot be picked, packed, or dispatched until someone with authority releases it.
Invoices post to the customer account on dispatch. Receipts are allocated against invoices. The ageing report — current, 30, 60, 90+ — is live, by customer, by rep, by territory.
Stock is held by location — warehouse, zone, bin — so a picker is directed to the exact shelf, not sent to search. Pick lists are generated from approved orders in delivery-run sequence. Picked quantities are confirmed against ordered; short-picks are flagged and the invoice adjusts automatically.
Goods received from suppliers are put away to bins with batch and expiry where relevant. Stock takes are done by zone on a handheld, continuously. Stock ageing and velocity are reported by SKU so purchasing buys what sells and stops buying what sits.
Each van is a mobile stock location. Morning load-out transfers stock from the warehouse to the van. During the day the salesman records sales — cash or credit — against customers on the route, on a phone, offline if needed. At return, the system reconciles: load-out minus sales minus returns should equal physical van stock. Any gap is named and must be explained before the next load-out.
Routes and journey plans are defined per rep. Visit compliance, sales per visit, and strike rate are tracked per route — so territory performance is measured, not guessed.
Because every order, invoice, receipt, and return is in one ledger, the business finally sees what matters: which customers pay on time and which are a slow-motion default; which reps sell margin and which sell volume at any price; which SKUs and territories actually make money after discounts, returns, and bad debt.
The MD's morning dashboard shows cash collected yesterday, receivables ageing movement, orders on credit hold, and stock-outs on top lines — before the first sales call of the day.
What the MD sees at 7am — not a sales figure to celebrate, but the cash position, the exposure, and the two things that need a phone call today.
Order entry, credit limits, holds, price lists, promotions, customer portal
Zones and bins, pick lists, put-away, batch/expiry, cycle counts, ageing
Load-out, mobile sales, returns, daily reconciliation, route planning
Invoice allocation, receipts, ageing, dunning, credit notes
Purchase orders, suppliers, goods received, lead times, reorder suggestions
Margin by customer/SKU/territory, rep performance, stock velocity
Book a free demo. We'll run a full cycle — an order that hits a credit limit, a pick and dispatch, a van reconciliation with a gap, and the morning receivables view — live on screen.
Construction margins are decided on site, one delivery and one certificate at a time — and most of it is invisible to the office until the project is over. CloudERP.One puts the BOQ, the site, the subcontractors, and the client account on one live ledger, so you know your position on every project every week, not at final account.
A project is won on a bill of quantities — a careful estimate of materials, labour, plant, and margin. From the day work starts, that estimate begins to drift. Cement is delivered to site and half of it disappears into an adjacent project, a subcontractor's certificate is paid on a percentage nobody verified, the client asks for a bigger kitchen and nobody raises a variation order.
The office finds out at final account. The project that was priced at 18% margin comes in at 4%, and the reasons are scattered across delivery notes, WhatsApp messages, and the site engineer's memory. The next project is priced the same way — because there is no data to price it differently.
CloudERP.One for Construction links every purchase, every site delivery, every labour day, every subcontractor certificate, and every client bill back to the BOQ line it belongs to. Budget vs. actual is live, per project, per element. The drift is visible in week two, not month twelve.
300 bags of cement are delivered to Site A. The delivery note is signed. 80 bags are moved to Site B "temporarily" because B was short. No transfer is recorded. Site A's cement cost is overstated; Site B's is understated; the company's total cement spend is unexplainable. Multiply by rebar, blocks, tiles, and paint.
The plumbing subcontractor submits a certificate for 60% complete. The site engineer initials it. Accounts pays it. The plumbing is actually 40% complete. The remaining 60% of the work is now to be done with 40% of the money — and the subcontractor knows it. This is how projects end in disputes and abandoned sites.
The client wants the wall moved, the window enlarged, a second bathroom added. The site team does it — they want a happy client. No variation order is raised, no cost is captured, no invoice is sent. At final account the client remembers the original contract sum. The firm has done ₦6M of extra work for free.
Every operational moment that matters — recorded where it happens, reconciled automatically, reported before you have to ask.
Each project is set up from its bill of quantities — elements, items, quantities, rates — which becomes the budget. Every cost that hits the project is coded to a BOQ line. The project view shows, per element: budgeted cost, committed cost (POs raised, subcontracts let), actual cost (delivered, certified, paid), and the forecast to complete.
Milestones and programme dates sit alongside the cost view, so a project that is behind schedule and over budget shows both, in the same place, every week.
Purchase orders are raised per project and per BOQ line. Deliveries are received at site — on a phone — against the PO, with quantity confirmed and photos where needed. Site stock is a real location: what has been delivered, what has been used (recorded by the site engineer daily or weekly), and what should still be on site.
Inter-site transfers are recorded, so the 80 bags that moved to Site B are costed to Site B. Site stock reconciliation flags material that was delivered but cannot be accounted for.
Each subcontract is set up with its scope, value, and BOQ elements. Progress claims are entered against measured work, with the site engineer's assessment recorded and a photo record where useful. A certificate cannot be raised for more than the measured percentage. Retention is deducted automatically at the agreed rate and released on the agreed conditions.
Direct labour is logged by daily site attendance — trade, headcount, hours — and costed to the project. WHT on subcontractor payments is calculated and tracked for remittance.
Client invoices are raised from the contract payment schedule or from measured progress — with retention applied. Variation orders are raised from site the moment the client asks for a change: description, cost estimate, client approval captured. Approved variations flow into both the budget and the next client invoice.
Every project has a live P&L: contract sum plus approved variations, less committed and actual cost, giving forecast margin. Company-wide, the MD sees all projects — which are healthy, which are drifting, and which need a site visit this week.
What the MD sees on Monday morning — the project is drifting, the margin is at risk, and there is ₦1.9M of work waiting for a client signature. Time to act, not to discover.
Budget from BOQ, milestones, budget vs. actual vs. forecast per element
POs, site deliveries on mobile, usage, transfers, reconciliation
Subcontracts, measured certificates, retention, WHT, daily labour
Allocation to projects, hire tracking, maintenance, cost apportionment
Payment schedules, progress invoices, retention, variation orders
Live project P&L, forecast margin, portfolio view, cash flow by project
Book a free demo. Bring one live project's BOQ — we'll set it up, receive a delivery, certify a subcontractor, raise a variation, and show you the forecast margin. Live.
Automotive businesses make their first margin on the sale and their lasting margin on parts and service. Most lose the second one — because the workshop, the parts counter, and the sales floor run on three separate systems and no one owns the customer's vehicle. CloudERP.One puts the VIN at the centre, and everything else around it.
A car comes into the workshop. The technician opens it up, finds it needs a part, walks to the parts counter. The counter has it — in the other branch. Two days pass. The customer calls twice. When the job is finally done, the technician spent six hours; the job card says four. The part was sold at cost because nobody checked the markup. The customer pays, drives off, and is never contacted again.
Meanwhile on the sales floor, a used vehicle has been in stock for 140 days. It was bought at ₦9.2M, has had ₦600k of reconditioning that was never added to its cost, and is now being negotiated at ₦9.5M — a loss dressed as a sale. Nobody knows this because vehicle stock is on a spreadsheet and reconditioning cost is in the workshop system.
CloudERP.One for Automotive connects vehicle sales, the workshop, and the parts operation on one system, with the customer's vehicle — by VIN — as the thread that runs through all of it. Every job is costed. Every part is found. Every customer is followed up.
A job card is opened with an estimated four hours. The technician takes six — diagnosis, waiting on a part, a second look. Only four are invoiced. The workshop's true labour recovery rate is 65%, but it looks like 100% because unbooked hours are simply not on the card. The service department is profitable on paper and marginal in the bank.
A part is issued to a job card from stock. The counter clerk keys the cost price instead of the sale price. Or a small part — a clip, a gasket, a bulb — is fitted and never added to the job at all. Each one is trivial. Across 300 jobs a month, the parts margin the business planned for has quietly halved.
A trade-in is bought at ₦9.2M. Before it goes on the forecourt it gets tyres, a service, a dent pulled, and a valet — ₦600k of workshop and parts cost that is booked as workshop revenue and never added to the vehicle. The vehicle is priced from its purchase cost. The "₦300k profit" on the sale was a ₦300k loss.
Every operational moment that matters — recorded where it happens, reconciled automatically, reported before you have to ask.
Every vehicle in stock is a record: VIN, spec, source, purchase cost, and — critically — every reconditioning job, part, and expense booked to it. Its true cost and its days in stock are visible on the sales screen at negotiation time. Ageing stock is flagged so it is priced to move before it becomes a write-down.
Vehicle sales capture the deal — price, trade-in, financing, add-ons, salesperson — and the customer and VIN pass straight into the service and parts world.
A job card is opened against a VIN and a customer. Work requested is itemised. Technicians clock on and off the job — on a tablet at the bay — so actual time is captured, not estimated. Parts are requisitioned from stock against the job at the correct sale price. Additional work found is added to the card and quoted to the customer before proceeding.
The workshop board shows every bay, every job, its status, and who is on it. Labour recovery — hours booked vs. hours invoiced — is reported per technician and per week.
Parts stock is held by location — the counter, the workshop store, other branches. A search shows where the part is, how many, and at what price. Workshop requisitions pull from stock and post to the job. Counter sales run on the POS. Fast-movers are reordered on velocity; dead stock is identified and cleared.
Supplier catalogues and pricing are maintained so the markup is applied automatically — a part cannot be issued to a job or sold across the counter at cost by accident.
Every customer's vehicles are on their record, by VIN, with the full history — the sale, every job card, every part, every invoice, every warranty claim. The next service date is set from the last one. Reminders go out by SMS and WhatsApp automatically. When the customer arrives, the service advisor sees everything before they open the bonnet.
Warranty tracking sits on the VIN too — parts and labour claims against manufacturers or suppliers are raised, tracked, and reconciled, so warranty work is recovered rather than absorbed.
What the service manager sees at 4pm — the job waiting on a part that is sitting in another branch, and the nine hours of technician time that have not made it onto an invoice yet.
Vehicle inventory with true cost, ageing, deals, trade-ins, commissions
Job cards, technician time, bay board, additional work, labour recovery
Multi-location parts stock, requisitions, POS, markup, reorder
Vehicles per customer, full history, service reminders, fleet accounts
Parts and labour claims, tracking, reconciliation with suppliers
Department P&L, stock ageing, technician and salesperson performance
Book a free demo. We'll take one vehicle from stock to sale, open a job card, book a technician, issue a part, and send the service reminder — live on screen.
A law firm sells time and expertise, and most firms lose a third of the first before it is ever billed. Time is reconstructed weeks later from memory, disbursements are paid and forgotten, and the fee note goes out light because nobody wants to argue with the client. CloudERP.One captures the work on the day it is done — and turns it into revenue.
Ask any partner what their associates did last Thursday. They will not know precisely, and neither will the associates by the time the fee note is drafted. Time is reconstructed at month end — conservatively, because nobody wants to overstate — and the firm bills 60–70% of what was actually worked. The other third is simply gone.
Disbursements follow the same pattern. Court filing fees, process server costs, search fees, courier charges, travel — paid from petty cash or a lawyer's own pocket, sometimes reimbursed, rarely charged to the client's file. Retainers arrive and sit in an account that is not always clearly separated from the firm's own money. Deadlines live in personal diaries.
CloudERP.One for Law Firms is built around the matter — the file. Time, disbursements, documents, deadlines, and billing all attach to it. Recording time takes seconds, on the day. The fee note is generated from what was recorded, not remembered. And the partner sees, every Monday, the value of work in progress across every file the firm is carrying.
An associate spends three hours on Thursday drafting, ninety minutes on a call, forty minutes on correspondence. On the 28th, asked to fill in a timesheet, they write "3 hrs — drafting." The call and the correspondence are forgotten. Across a firm of twelve fee earners, this is the single largest revenue leak — and it never appears on any report.
A litigation clerk pays ₦45,000 in filing fees at the registry. It comes from petty cash. The receipt goes into a drawer. Two months later the fee note is raised for professional fees only. The ₦45,000 — and the dozen other small disbursements on that file — are absorbed by the firm. On a large matter this runs to hundreds of thousands.
A retainer of ₦2M arrives. It is lodged in the firm's operating account because that is where the bank details are. Fees are drawn against it informally. Six months later the client asks for a statement of their retainer. Nobody can produce one with confidence. This is a professional conduct risk as much as a financial one.
Every operational moment that matters — recorded where it happens, reconciled automatically, reported before you have to ask.
Every piece of work is a matter — with a client, a matter type (litigation, conveyancing, corporate, advisory), a responsible partner, assigned fee earners, and an agreed fee basis (hourly, fixed, capped, contingency). A conflict check runs against the client and opposing-party register before a matter is opened. Documents, correspondence, and the court diary attach to the matter.
The matter dashboard shows time recorded, disbursements incurred, WIP value, amounts billed, amounts paid, and retainer balance — one screen, the whole file.
Fee earners record time from their phone, laptop, or Outlook — a timer while working, or a quick entry after: matter, activity, duration, narrative. Entries are visible to the supervising partner the same day. Non-billable time is recorded too, so utilisation is measured honestly.
At billing, the partner reviews the recorded time for the period — writes up, writes down, or approves — and the fee note is generated from it. The narrative on each entry becomes the narrative on the bill.
Every disbursement is recorded against a matter at the point of payment — from petty cash, a firm card, a lawyer's expense claim, or a supplier invoice. Filing fees, process servers, searches, couriers, travel, expert reports, counsel's fees. Each carries a receipt image and a chargeable flag. At billing, chargeable disbursements flow onto the fee note automatically.
Expense claims from staff are reconciled and reimbursed through the same system, so nothing is paid twice and nothing is missed.
Client money is held in a separate trust ledger. Retainers received are posted to the client's trust balance. When fees are billed, a transfer from trust to office is recorded against the fee note — with the client's retainer statement updated automatically. Trust balances are reconciled to the bank and reported by client at any time.
Fee notes support hourly, fixed, capped, and staged billing. Receivables are aged by client and by matter. The firm sees WIP by partner, billing by month, lock-up (WIP plus debtors), and realisation rate — the numbers that actually run a practice.
What the managing partner sees on Friday afternoon — ₦2.9M of disbursements waiting to be billed, three clients who need a call, and a trust balance that reconciles.
Files, clients, fee earners, fee basis, conflict checks, documents, diary
Timer and quick entry, mobile, activity codes, partner review, utilisation
Recorded to file at payment, receipts, staff claims, chargeable flags
Hourly, fixed, capped, staged; write-up/down; narratives from time entries
Separate trust ledger, retainers, transfers to office, client statements, reconciliation
WIP by partner, realisation, lock-up, billing trends, receivables ageing
Book a free demo. We'll open a matter, record a morning's time, pay a filing fee, receive a retainer, and generate the fee note — with the trust ledger updating — live on screen.
An accounting practice is a factory for deadlines. Every client brings a calendar of obligations — monthly, quarterly, annual — and the firm's reputation rests on never missing one. Most firms run this on spreadsheets and memory. CloudERP.One runs it as a system: every deadline owned, every hour recorded, every engagement billed.
A firm with 180 clients has, at any time, several hundred live obligations — VAT returns, PAYE remittances, WHT schedules, CIT filings, annual returns at CAC, audit completion dates, management accounts due to a board. Each one is known to somebody in the firm. None of them are known to everybody. When the somebody is on leave, or leaves, the deadline goes with them.
At the same time, the firm sells its staff's time and rarely knows where it goes. A retainer client at ₦150,000 a month is quietly consuming 22 hours of a senior's time — a loss. An audit priced at ₦2.5M has already absorbed ₦3.1M of chargeable time and is not finished. Nobody knows until the year-end review, if then.
CloudERP.One for Accounting Firms treats every client obligation as a task with an owner, a due date, and a status — on one firm-wide calendar. Every hour a staff member works is recorded to a client and an engagement. Every engagement carries a budget and shows its recovery. The partners see the practice as it actually is, not as they hope it is.
The senior who handles a client's VAT knows it is due on the 21st. She is off sick that week. The junior covering does not know. The return is filed late. The penalty is the client's, the embarrassment is the firm's, and the client quietly starts looking for another accountant. One missed deadline undoes years of trust.
A ₦150k/month bookkeeping retainer was scoped for eight hours. The client's records are chaotic and it actually takes twenty. Nobody records the time, so nobody knows. The retainer is renewed at the same fee for three years. The firm has been losing money on this client since month two — and treats them as a good customer.
An audit is priced at ₦2.5M based on 120 hours. By week four, 140 hours have been used and fieldwork is not complete. The team keeps going because the job must be finished. Final time is 190 hours. The engagement made a loss, the team is demoralised, and the next audit is priced from the same faulty estimate.
Every operational moment that matters — recorded where it happens, reconciled automatically, reported before you have to ask.
Every client is set up with their entity type, statutory profile, and the services the firm provides. From this, the system generates their obligation calendar — monthly VAT and PAYE, quarterly WHT, annual CIT and CAC returns, audit dates, management accounts cycles — each as a recurring task with a due date and an owner. Firm-wide, the partners see every deadline for every client on one calendar, colour-coded by status.
When a staff member leaves or is off, their tasks are reassigned in one action. Nothing is left in a head that has walked out the door.
Every hour is recorded — on a timer or by quick entry — against a client, an engagement, and a task. Staff see their own week; managers see their team's; partners see the firm's. Utilisation (chargeable vs. total hours) is measured per person honestly, because non-chargeable time is recorded too.
Time is visible against the engagement budget as it accrues — so the audit that is at 140 of 120 hours is flagged in week four, not at completion.
Each piece of work is an engagement — an audit, a tax computation, monthly bookkeeping, a one-off advisory — with a fee, a time budget, milestones, and a checklist for its type. Progress is tracked against the checklist; hours are tracked against the budget; recovery (fee divided by cost of time) is calculated live. Engagements that are heading for a loss are visible early enough to renegotiate scope or fee.
Retainer engagements show, month by month, the hours consumed against the hours scoped — so the ₦150k client consuming twenty hours is identified in month two, not year three.
Fee notes are raised from engagements — fixed fees on milestones, time-based from recorded hours, retainers on schedule. Disbursements and out-of-pocket expenses charged to clients flow onto the fee note. WIP (work done, not yet billed) is visible by client, engagement, and partner. Receivables are aged and chased.
The practice dashboard shows what the partners need weekly: deadlines due and overdue, WIP by partner, billing this month, recovery by engagement type, staff utilisation, and receivables ageing.
What the managing partner sees on Monday at 8am — two VAT returns already overdue, three deadlines with no owner, and four jobs eating their budget. Before the week has started.
Entities, statutory profiles, services, contacts, document management
Obligation calendar per client, recurring tasks, owners, firm-wide view, reassignment
Time recording, chargeable vs. non-chargeable, hours vs. budget, utilisation
Budgets, milestones, checklists, retainer tracking, live recovery rate
Fee notes, disbursements, WIP by partner, receivables ageing
Deadlines, recovery by engagement type, staff productivity, billing trends
Book a free demo. We'll load a handful of your clients, generate their obligation calendar, record a week's time, and show you which engagements are making money — live on screen.
The gap between your tank dip and your till is where fuel station profit disappears. CloudERP.One closes that gap — nozzle by nozzle, shift by shift, attendant by attendant.
A busy station can move 30,000 litres a day. With manual reconciliation, a 2% variance — just 600 litres — disappears without a trace. That is cash in someone else's pocket, every single day.
The gaps are predictable: attendants report round figures, opening and closing meter readings are entered manually, dip readings are taken at the wrong time or skipped entirely, and credit customers are fuelled without a matching invoice. By the time you notice, weeks of losses have compounded.
CloudERP.One for Fuel Stations was built around this specific operational reality. It imposes structure on every point where value leaks — not by adding paperwork, but by making accurate recording the fastest and easiest path for everyone on site.
When attendants write their own opening and closing readings, even small manipulations — a digit transposed, a figure rounded — create a variance that looks like natural shrinkage. Multiply across four nozzles and two shifts and the daily exposure is significant.
Company vehicles and account customers fuelled without a job ticket or invoice. The fuel leaves the nozzle, the tank dip confirms it is gone, but there is no receivable to collect. It becomes a permanent unreconciled variance — written off, never collected.
You order 33,000 litres. The tanker delivers 32,400. Without a measured before-and-after dip recorded immediately on arrival, you have no evidence to dispute it. Short deliveries that go unchallenged become a recurring cost absorbed silently into your margin.
Every operational moment that matters — recorded where it happens, reconciled automatically, reported before you have to ask.
Every delivery starts with a pre-arrival dip — the measured tank level before the tanker opens its valve. A post-delivery dip confirms what actually entered your tanks. The system calculates the received volume, compares it to the waybill quantity, and flags any short delivery automatically.
Tanks are tracked by product — PMS, AGO, DPK — with daily closing stock calculated from opening stock plus deliveries minus metered sales. Any gap between the calculated stock and the physical dip is immediately visible as a variance requiring explanation.
Each nozzle has its own meter reading record. Shift opening readings are entered by the supervisor — not the attendant — and locked. Closing readings are captured at handover. The metered volume per nozzle is the only figure that counts toward that attendant's accountability.
Pump calibration records are maintained per nozzle, flagging any nozzle due for calibration or showing unusual variance patterns that may indicate a calibration issue or tampering.
At shift end, each attendant reconciles their nozzle. The system shows them exactly what they are expected to account for: metered volume × pump price = expected cash. They declare cash collected, any POS transactions, and any credit tickets issued.
Any shortfall — cash, POS, or credit — is flagged immediately as an overage or shortage. The supervisor reviews and signs off. Variances are recorded against the attendant's name and tracked over time, making patterns visible before they become habitual.
Every credit transaction generates a job ticket at the nozzle — vehicle registration, litres dispensed, product, authorising officer, and account code. No ticket, no fuel. Tickets are posted to the customer's account daily and aged automatically.
Credit limits are enforced at the point of dispensing. When a customer reaches their limit, the system flags it before the fuel flows — not after. Monthly statements are generated automatically and receivables are tracked with ageing, so nothing slips past 30 or 60 days unnoticed.
This is what the station owner sees every morning — before they even arrive on site. Every variance explained. Every shortage named.
Opening/closing meter readings, per-nozzle accountability, calibration records
Pre/post-delivery dips, stock by product, daily variance vs. metered sales
Per-attendant cash, POS and credit accountability — supervisor sign-off
Job tickets, credit limits, monthly statements, receivables ageing
Stock management, POS sales, reorder alerts for lubricants and accessories
Daily P&L by product, attendant performance, multi-outlet dashboard
Book a free demo. We'll walk through a complete shift cycle — delivery, pumping, attendant reconciliation, and the morning report — live on screen.
Event companies live in the gap between the quote and the invoice. Vendors creep past budget, equipment goes missing between venues, the client's "small additions" on the day are never billed, and the post-event reconciliation happens — if at all — weeks later from a pile of receipts. CloudERP.One runs every event as a project with a live P&L.
A corporate event is quoted at ₦18M with a planned margin of 25%. The client signs. Then the real work begins — and the margin begins to leak. The caterer's final headcount is 12% higher than quoted. The AV company charges for an extra day of setup. The client's MD asks for a second stage on the morning of the event. Three lighting fixtures do not come back from the venue. Two crew members work a double shift that nobody logged.
The invoice goes out for ₦18M — the contract sum — because that is what was agreed and nobody wants a difficult conversation. The company's total spend on the event is reconciled a month later from a shoebox of receipts, and comes to ₦16.4M. The planned ₦4.5M margin was actually ₦1.6M. The event was a triumph. The business is going backwards.
CloudERP.One for Event Management treats each event as a project with a budget built from the quote, live tracking of every vendor commitment and cost, equipment checked out and back in, crew time logged, and every client-requested extra captured on the day so it reaches the final invoice. The reconciliation is not a month later — it is the morning after.
The caterer was quoted for 300 heads. Final numbers were 336. The décor company added a second arch "because it looked better." Security stayed two hours longer. Each vendor's final invoice is a little higher than their quote. Nobody compares them line by line against the event budget until it is too late to push back or pass on.
The client's MD wants a second stage, more branding, a bigger screen. The event manager says yes — it is the day of the event and the client must be happy. The extras cost ₦1.4M in vendor charges and crew time. The final invoice is the original contract sum. Goodwill has been bought with the company's margin, and the client does not even know.
The company owns ₦40M of lighting, sound, staging, and furniture. It goes out to events and comes back — mostly. A few fixtures, a few cables, a stack of chairs are missing after each event. There is no check-out and check-in record, so the loss is invisible until the annual count reveals ₦6M of equipment nobody can find.
Every operational moment that matters — recorded where it happens, reconciled automatically, reported before you have to ask.
When a quote is accepted it becomes an event project. The quote lines become the budget — venue, catering, AV, décor, staging, crew, logistics, contingency — with the planned margin. Milestones and the event timeline sit alongside. From this moment, every cost that touches the event is coded to a budget line and the live P&L begins.
The event dashboard shows budget, committed (POs raised), actual (invoices received), and forecast margin — updated every time anything changes.
Each vendor is engaged on a purchase order raised against the event budget — scope, quantity, price, deposit schedule. Vendor invoices are matched to their PO; anything over PO is flagged and must be approved before it is paid. Deposits and balances are tracked per vendor per event, so the company always knows what it has committed and what is still due.
Vendor performance is recorded after each event — on time, on spec, on budget — so the next event is booked on evidence, not memory.
Owned equipment is an asset register with a location. For each event, a pick list is prepared and equipment is checked out — by item, on a phone, with the crew member's name. At derig, it is checked back in. What did not return is flagged immediately, with the event and the crew named. Rental equipment is tracked the same way, with hire costs posted to the event.
Equipment condition, maintenance, and utilisation are reported, so the company knows what it owns, where it is, and what it is earning.
Crew are assigned to the event with roles and shifts; actual hours are logged at the event, including overtime, and costed to it. Client-requested extras are captured on the day — description, cost estimate, client sign-off on the phone — and flow into both the budget and the final invoice. Nothing done on the day is forgotten by the time of billing.
Client billing follows the contract — deposit, milestone payments, final invoice with approved extras. The morning after the event, the P&L is complete: what was quoted, what was spent, what was billed, what the margin actually was.
What the MD sees the morning after — the ₦1.6M of extras that made it onto the invoice, the two vendor overruns to challenge, and the three fixtures to chase before the crew forgets which venue they were at.
Quotes to projects, budgets from quote lines, timelines, run-of-show
POs per event, invoice matching, deposits and balances, performance ratings
Asset register, pick lists, mobile check-out/in, rentals, utilisation
Assignment by role and shift, hours and overtime, costing to event
Deposits, milestones, on-the-day extras with sign-off, final invoice
Event P&L, margin by client and type, portfolio view, vendor performance
Book a free demo. We'll take one event from quote to derig — a vendor PO, an overrun, a client extra on the day, an equipment check-in with a gap — and show you the morning-after P&L. Live.
A bakery's margin is decided before dawn — in the recipe, the production plan, and what gets thrown away at closing. Most bakeries know their input prices and their sale prices and nothing in between. CloudERP.One puts the recipe, the production run, the wastage, and the wholesale ledger on one system, so the margin is known per product, per day.
Flour goes up 15%. Sugar goes up 10%. Butter is a new supplier at a new price. The bakery keeps selling the same loaf at the same price because the recipe was costed two years ago on a piece of paper and nobody has done it since. Some products are now being sold at a loss. Nobody knows which ones.
Every morning, production bakes what it baked yesterday. Some days that is 40 loaves too many — they go stale, they get discounted, they get thrown away. Some days it is 40 too few — the wholesale customer's order is short, and they order elsewhere next week. Wastage is not recorded, so the pattern is never seen. The wholesale ledger is a notebook; some customers are three months behind.
CloudERP.One for Bakeries costs every recipe from live ingredient prices, plans production from actual orders and sales history, records wastage by product and cause, and runs wholesale customers on proper credit terms with statements and ageing. The owner sees, every day, which products make money and which do not.
The sliced bread recipe was costed in 2024 at ₦180 per loaf. Flour, sugar, yeast, and packaging have all moved since. Today's true cost is ₦260. The loaf still sells at ₦350 wholesale. The 49% margin the owner thinks they are making is actually 26% — and the meat pie, costed the same year, is now being sold at a loss on every unit.
Forty loaves and thirty pastries do not sell. They are given to staff, sold at half price to a trader, or binned. Nobody writes it down. Tomorrow, production bakes the same quantity. Over a month, the bakery has thrown away ₦380,000 of product it paid to make — and has no idea, because wastage has never been measured.
The bakery supplies twelve supermarkets and thirty kiosks on credit. Deliveries are recorded in a notebook. Payments come in cash, irregularly. Three of the supermarkets are ₦400,000 behind and still receiving daily deliveries. The bakery is, in effect, lending its working capital to its customers interest-free — and some of it will never come back.
Every operational moment that matters — recorded where it happens, reconciled automatically, reported before you have to ask.
Every product has a recipe — ingredients, quantities, yield — and a bill of packaging and labour. Ingredient prices update from purchases as they happen. The recipe cost updates with them. The owner sees, for every product, today's cost, today's sale price, and today's margin — and is alerted when a product's margin drops below a set threshold.
Recipe versions are kept, so a reformulation can be costed before it is baked, and batch scaling is automatic — the production run for 400 loaves pulls exactly the right quantities from the store.
The day's production plan is built from confirmed wholesale orders plus a retail forecast from recent sales history for that day of the week. The plan generates the ingredient requirement and checks it against the store — a shortfall is flagged the evening before, not at 4am. Batches are recorded as produced, with actual yield, so a bad batch is costed and the cause noted.
Production vs. sales is compared daily by product, so overproduction and underproduction patterns become visible within a week and the plan adjusts.
At closing, unsold product is counted and recorded — by product, by quantity, by what happened to it (discounted, given away, returned by wholesale customer, binned) and why (overproduced, damaged, expired, returned). Wastage is costed at recipe cost and reported daily, weekly, and monthly by product.
The report answers the question every bakery owner should ask and rarely can: what did we throw away this month, what did it cost us, and which product is the worst offender?
Wholesale customers have accounts — credit limits, payment terms, delivery days, standing orders. Deliveries are recorded against the customer (on a phone by the driver, with signature), invoices are raised, and payments allocated. Customers over their limit are flagged before the next delivery goes out. Statements and ageing show who owes what and for how long.
Retail sales run on the POS, with every sale posting to stock and to the ledger. The day's cash and card are reconciled at closing. Combined, the bakery has a daily P&L by product and by channel.
What the bakery owner sees over morning coffee — two products quietly losing money, ₦21k thrown away yesterday, and flour that needs ordering today.
Recipes, live ingredient costing, margins, versions, batch scaling
Receipts, issues to production, balances, reorder, supplier prices
Daily plan from orders and forecast, requirement check, batch records, yield
Closing counts, disposition and cause, costed wastage reports by product
Customer accounts, deliveries, invoicing, ageing; retail POS and reconciliation
Daily P&L by product and channel, margin trends, wastage trends, stock days
Book a free demo. Bring three of your recipes — we'll cost them at today's prices, plan tomorrow's production, record a wastage count, and show you the daily P&L. Live.
A hospital or clinic is a clinical operation and a business at the same time, and most run the second half far worse than the first. Drugs are dispensed without being billed, HMO claims are rejected for missing details, patient records are split across paper files and three logbooks. CloudERP.One connects the clinical journey to the financial one — so every service rendered is a service recorded, billed, and collected.
A patient arrives at the front desk, is registered in a book, sees a doctor who writes notes in a paper file, is sent for a lab test recorded in the lab's register, is prescribed drugs dispensed from a pharmacy with its own stock book, and pays at a cash point that has its own receipt book. Five records, five places, one patient — and no single view of what was done or what should have been charged.
In that gap, money disappears. The lab test is done but not billed because the request slip was lost. Three of the six drugs dispensed are not on the bill because the pharmacist was busy. The HMO claim is submitted without the diagnosis code and is rejected forty days later. The facility is clinically excellent and financially opaque.
CloudERP.One for Healthcare puts the patient at the centre and the money alongside every clinical step. Registration creates the encounter. Consultation, lab, imaging, pharmacy, and procedures are all ordered and delivered against it — and each one posts to the bill automatically. The pharmacy cannot dispense what has not been ordered and billed. The HMO claim is built from the encounter, complete, at the point of discharge.
A prescription for six items is filled at the pharmacy. The pharmacist hands over the drugs and updates the stock card. The bill, raised separately at the cash point, lists three of them. The other three — ₦18,000 of stock — have walked out of the building unpaid. Repeated across a busy pharmacy, this is the largest single revenue leak in most facilities, and it is invisible because dispensing and billing were never connected.
The patient was seen, treated, and discharged. The HMO claim is submitted a week later from memory and the paper file: the diagnosis code is missing, the pre-authorisation reference is on a sticky note that fell off, the drug quantities do not match the tariff. The claim is rejected. It is resubmitted in six weeks, partially paid in three months. The facility financed the patient's care for a quarter.
A patient returns after eight months. Their file cannot be found. The doctor has no allergy record, no previous diagnosis, no medication history. Tests are repeated that were done last time. The visit takes longer, costs more, and is clinically riskier — because the facility's own knowledge of its own patient is scattered across departments that do not share.
Every operational moment that matters — recorded where it happens, reconciled automatically, reported before you have to ask.
Every patient is registered once, with demographics, HMO details, allergies, and history. Every visit is an encounter on that record — outpatient, inpatient, emergency — with triage, vitals, consultation notes, diagnoses, orders, and outcomes. When the patient returns, the clinician sees the full history before they walk in. Appointment scheduling and queue management run from the same record.
Access is role-based — clinical staff see clinical data, billing staff see billing data — and every access is logged.
Prescriptions are written on the encounter and appear at the pharmacy as orders. The pharmacist dispenses against the order — the stock is issued, the item posts to the patient's bill, and the encounter is updated, in one action. There is no route by which a drug leaves the pharmacy without a bill line.
Pharmacy stock is managed by item, batch, and expiry, with reorder points and supplier management. Consumables used in wards and theatres are issued against the patient or the department. Stock-takes reconcile against dispensing records, so shrinkage is measured.
Investigations are ordered on the encounter and appear in the lab or imaging worklist. Samples are received, results entered and validated, and the result returns to the clinician on the same record — and posts to the bill. Procedures, theatre time, consumables, and bed days for inpatients are recorded against the encounter and billed by tariff.
Because every clinical activity is an order against an encounter, the facility knows its activity — tests per day, procedures per month, bed occupancy — as well as its revenue.
The bill is not raised separately — it accumulates as care is delivered. At discharge or checkout, it is complete: consultation, investigations, drugs, procedures, bed days, each at the tariff for the patient's payer (cash, corporate, HMO scheme). For HMO patients, the claim is generated from the encounter with the diagnosis codes, pre-authorisation reference, and tariff-matched lines — complete at the point of submission.
Claims are tracked from submission to payment, with rejections and part-payments reconciled. Receivables — cash, corporate, and HMO — are aged and chased. The facility P&L is reported by department every month.
What the medical director and the finance lead both see at 8am — every dispensed item billed, every claim complete, and the two HMOs that need a conversation this week.
Single record, encounters, history, allergies, scheduling, queue
Orders, dispensing with bill posting, stock by batch and expiry, consumables
Orders, worklists, sample tracking, results, validation, bill posting
Admissions, bed management, procedures, theatre, consumables, bed-day billing
Tariffs by payer, bill accumulation, claim generation and tracking, receivables
P&L by department, clinical activity, claims performance, stock and shrinkage
Book a free demo. We'll register a patient, run a consultation, order a test and a prescription, dispense, and generate the HMO claim — with the bill building at every step. Live.
30 minutes. We'll show you CloudERP.One running in your specific vertical — your workflows, your reports, your industry.
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