An operating system for trading and distribution
Make the commercial promise executable from stock to cash.
Design how customer, price, availability, buying, reservation, delivery, invoice, collection, and return should connect so every team knows what was promised and what threatens it.
A connected purchasing, inventory, sales, and invoicing core can be delivered within scope. Delivery and returns remain separate design-and-acceptance requirements unless evidenced; visits and routes do not imply live tracking.
Order cycle
One promise from sale to cash
- 1Demand & price
- 2Availability & reserve
- 3Delivery & invoice
- 4Cash & return
Illustrative order flow; actual configuration is company-specific.
Distribution gaps
Stock in a report is not always stock you can promise.
When price separates from stock, supply, and collection, sales makes a promise operations does not own in the same form.
- 01
Unreliable availability
The balance does not always distinguish reserved, expected, returned, and truly promiseable quantity.
- 02
Price exception without context
Discount, FX, cost, and commission are reviewed away from order margin and approval responsibility.
- 03
Delivery does not close the order
A short, rejected, or late delivery is slow to change the invoice, customer state, and next action.
- 04
Collection and returns sit outside the story
Finance sees delay or return after the next selling decision has already been made.
End-to-end workflow
From customer signal to cash—or a closed exception.
We map the order as a target operating thread while separating promise, execution, and settlement. Delivery and return stages establish requirements and acceptance criteria; they are not ready-feature claims.
- 01
Demand and opportunity
Customer, item, quantity, date, channel, and commercial reason.
Handoff owner
Sales
- 02
Price and approval
List, currency, discount, margin, and exception authority.
Handoff owner
Sales & finance
- 03
Availability and reserve
Valid stock, reservation, shortage, substitute, and explainable supply date.
Handoff owner
Inventory & planning
- 04
Replenishment
Need, purchase, and receipt when available stock cannot cover the promise.
Handoff owner
Procurement
- 05
Pick and deliver
Prepared quantity, delivery, exception, and resolution owner.
Handoff owner
Warehouse & distribution
- 06
Invoice and collect
Invoice, terms, due date, cheque or collection method, and settlement.
Handoff owner
Finance & treasury
- 07
Return or service
Reason, decision, receipt, and effect on stock, balance, and relationship.
Handoff owner
Customer service & operations
The integrated story
The order is where sales, stock, and money meet.
In the target model, modules sitting beside each other are not enough. A price, quantity, or delivery-date change must carry into reservation, invoice, collection, and return with explicit ownership, then be proven in scope and acceptance.
- Customer & price
- Stock & buying
- Pick & delivery
- Invoice & treasury
- Return & service
Defined promise
Quantity, date, price, channel, and payment terms are explicit.
Understood availability
Promiseable stock differs from accounting balance under a shared definition.
Exception closure
Shortage, rejection, or return has an owner, decision, and settlement effect.
Capabilities grouped by outcome
Scope that protects promise, margin, and the cash cycle.
Delivery follows the actual channel, pricing, warehouse, and collection model—not one bundle for every distributor.
Core evidenced; delivery and returns need separate design and acceptance
A controlled commercial promise
Connect price to availability, cost, and approval authority.
- FX-aware multi-currency pricing
- Discount and exception rules
- Company-defined availability and reservation
- Agency and principal workflows where scoped
Core evidenced; delivery and returns need separate design and acceptance
Connected order execution
Move demand through the evidenced core and define target delivery handoffs.
- Connected purchase, inventory, sales, and invoicing cycle
- Serial or lot continuity from import through service where scoped
- Picking, delivery, and their exceptions as design and acceptance-tested requirements
- Visits and routes without implied live tracking
Core evidenced; delivery and returns need separate design and acceptance
Cash and after-sales close
Close due amounts in evidenced finance workflows and define returns separately.
- Treasury, post-dated cheque, and facility workflows
- Terms, maturities, and settlement
- Return reason and effect as a separate design-and-acceptance requirement
- Service, maintenance, and warranty where the activity fits
Value by role
One decision, expressed for each team.
The picture follows accountability, not screen count.
Sales director
Which promise is executable, and which discount needs a decision?
Price, margin, availability, and exception in order context.
Inventory and distribution lead
What must be prepared, and what threatens it?
A target view of priority, reservation, shortage, and delivery exception on one reference.
Treasury and finance
What is due, expected, and delayed?
Maturity tied to order, invoice, and collection instrument.
Executive leadership
Where is growth turning into stock or receivables?
A view connecting sales to movement and cash.
The measurement story
Measures that explain promise quality—not only activity volume.
Definition, source, and exception precede baseline; no invented result or unsupported benchmark appears here.
Conceptual measurement model—no figures or return promises.
- 1
Operating definition
Order fill rate
Quantity delivered as promised within an agreed window and definition.
Decision supported
Change reservation, replenishment, or promise policy.
- 2
Operating definition
Order-to-cash time
Valid order to cash settlement, separating operating and finance delay.
Decision supported
Identify the bottleneck and its owner.
- 3
Operating definition
Inventory age
Time held for disposable stock under company categories and policy.
Decision supported
Move, repurchase, or revisit price.
- 4
Operating definition
Price-exception rate
Orders outside approved price or margin rules.
Decision supported
Change policy, authority, or cost data.
Decision scenarios
Choose an order that exposed a split between teams.
A real order tests availability and price while establishing execution and settlement requirements and acceptance.
- 01
Large order with special discount
Test margin, approval authority, reservation, and supply date before commitment.
- 02
Partial delivery
Use it as an acceptance scenario to define how remaining quantity changes invoice, customer, stock, and next action.
- 03
Serialised return
Treat it as a separate design scenario; current traceability evidence runs only from import through installation and service.
Egypt operating context
Channel, currency, and local documents belong in the design.
A company may sell through warehouses, branches, representatives, enterprise accounts, or retail. We establish the real model rather than assume one channel.
- Arabic output and customer-specific presentation can be delivered within scope.
- Egyptian e-invoicing enters after project-specific technical and regulatory verification.
- Multi-currency pricing and treasury follow company policy and approved sources.
- Routes and visits do not imply live location or automatic monitoring.
Why GizaLink
Because distribution works when promise and execution agree.
There is defensible depth in connected core workflows, pricing, treasury, field work, and specialized distribution—while every capability remains scope-bound.
Connected operating core
Purchasing, inventory, sales, and invoicing can be delivered as one cycle.
Depth for complex trade
Scope can include agencies, imports, and trace continuity through installation and service where the activity requires them.
Explicit field boundaries
Visits and routes are stated without converting them into a live-tracking claim.
Complete the decision picture
Trading and distribution ERP questions
Scope details that materially change the order-cycle design.
Does the model fit wholesale and specialized distribution?
We begin with the order, channel, stock, pricing, and collection cycle. Final configuration is company-specific and does not imply a boxed product for every distributor.
Can sales connect to inventory, purchasing, and invoicing?
A connected cycle across these functions can be delivered within an engagement after availability, reservation, exception, and acceptance are defined.
Does field work include live representative tracking?
Visits, routes, and field-work management can be delivered within scope; automatic live tracking is not implied.
How are currencies and price changes handled?
FX-aware, multi-currency pricing can be delivered after the rate source, change authority, and margin rule are defined.
Can returns and serial traceability be included?
Current serial or lot evidence is limited to the path from import through installation and service where scoped. Return handling is evaluated separately as a design-and-acceptance requirement.
Begin with one order
Test the commercial promise against a real order cycle.
Bring an order with a special price, shortage, partial delivery, or late collection. We map what each team saw and what must become shared truth.