Interior project specification and order management system
The seller completes the goods and services required for the customer's project. If quantities or choice change, the price can be recalculated and the delivery stages adjusted.
Measurements, calculations, selected materials, alternatives, documents and presentations remain in separate consultations and baskets. The client and consultant cannot conveniently continue the project in stages or adjust the quantity.
How the solution works
- The dimensions and need of the client project are turned into a verifiable set-up.
- Quantities, packages, prices and services are compatible in a specific version of the offer.
- The approved order is carried out in stages, and the new change returns for a review of quantities and commitments.
Key challenges
- The project basket is not saved as a continuous project
- Stock availability and lead times are not accurate enough
- Large-scale delivery and additional services are manually coordinated
- Design quantities and packaging counted by hand
Solution capabilities
Project scope
Goods and works are assigned to a room or project stage, while maintaining the dimensions provided by the customer and their state of inspection.
Quantities and Packaging
The need is converted to units of sale according to the rules of a specific product. The rounding, reserve and waste assumption set by the specialist are separately visible.
Proposal version
The price of goods, transport and additional works are provided together with the included and not yet agreed upon conditions.
Stage supply
The reservation and delivery schedule are combined according to the preparation, unloading and installation sequence of the facility.
Execution of changes
The new selection shows the impact on quantity, price and already ordered part. The customer receives a confirmed change, and the executors - a current task.
Business context
- The project basket is not saved as a continuous project
- Measurements, calculations, selected materials, alternatives, documents and presentations remain in separate consultations and baskets. The client and consultant cannot conveniently continue the project in stages or adjust the quantity.
- Stock availability and lead times are not accurate enough
- Stores, central warehouse, supplier, custom production and booking states are presented in varying detail. The set-up required for the project turns out to be incomplete only after ordering.
- Large-scale delivery and additional services are manually coordinated
- Delivery order does not always include access conditions, unloading equipment, carrying and customer readiness to accept goods. The sales promise is only transmitted to the carrier as address and date. The voyage may result in an unfulfilled delivery, additional on-site work or at unannounced costs.
- Design quantities and packaging counted by hand
- Areas, dimensions, outputs, waste coefficients, packaging sizes and stocks are checked in individual tools or employee's calculation. The customer buys too little, too much or underestimates the extra quantity, so the project is delayed and returns increase.
- The buyer sees the cost of the whole project and the progress of the supply
- The interior design consists of interrelated goods, quantities and services. The saved set allows for discussion of alternatives and recalculation of changes without starting everything over again. The seller can offer missing items and match delivery according to the real sequence of the client's work.
Core features
- Project scope
- Quantities and Packaging
- Proposal version
- Stage supply
- Execution of changes
Key integrations
- System for calculating design quantities
- Dimensions, computational versions and the list of materials formed by them.
- ERP / POS
- Offers, confirmed orders, prices and financial documents.
- Reserve/WMS system
- Reservation of goods, availability and state of execution according to the project stage.
- Delivery and service delivery system
- Delivery stages, object conditions and actual status of additional services.
- ERP/Order System
- Ordered goods, customer, object and commercial order status.
- WMS / Warehouse System
- The readiness, assembly, volume and state of dispatch of goods.
- Transport Management System
- Delivery window, transport capacity, route and actual delivery event.
- Service Planning System or Partner
- The capacity and performance state of a cutting, mixing, fitting or other service.
- Technical Product Selection System / PIM
- Product dimensions, yield, package size and mandatory components.
- ERP / Pricing System
- Approved price and commercial conditions for the quantity to be counted.
- Reserve system
- Availability of the selected quantity and delivery term after calculation.
Potential impact (%)
The ranges indicate an illustrative relative change in the metric under the stated assumptions. Results depend on the starting position and actual use of the solution. Percentages for different metrics must not be added together.
Time allocated to restore the project history before an additional order or change
12–36%Decreasing
This illustrative scenario assumes that 30-60% of manual data entry and handover work can be addressed. That share is assumed to fall by 40-60%. Company data is needed to verify both the addressable workload and the resulting change.
Selected follow-up projects compare employee time allocated to find and verify the previous state of the project.
Share of deliveries or services to be rescheduled for internal readiness mismatch
5–25%Decreasing
This illustrative scenario assumes that 20-50% of missed actions can be identified through task and deadline tracking. That share is assumed to fall by 25-50%. Company data is needed to verify both the addressable share and the resulting change.
Estimates of orders that had to be changed due to an internal error in the information of goods, transport, service or object. The percentage is calculated on the number of all confirmed delivery and service obligations.
Share of projects requiring significant material adjustments after work begins
3–16%Decreasing
This illustrative scenario assumes that 15-40% of the capacity metric is affected by allocation and preparation. That share is assumed to fall by 20-40%. Company data is needed to verify both the addressable share and the resulting change.
Projects are counted where the additional or refund amount exceeded the agreed limit due to inaccuracy of the original calculation. The percentage is calculated on the number of all projects of the same type.
Average value of interior design orders
2–8%Increasing
In the example scenario, 20-40% of the original value of the indicator is associated with the customer's collection of interior goods and services. This part is expected to grow by 10-20% without other conditions changing.
Compare the average order value of projects of comparable scope minus returns. Together, margin and subsequent additions to the same project are assessed.
Conditional calculation scenarios. The assumptions have not been validated against client measurements.
When this solution is relevant
- Buying a construction or interior rarely ends in one basket
- The customer changes quantities, buys in stages, combines deliveries and returns after a few weeks, resulting in a loss of communication between the consultations, calculations and orders.
- Measurements, calculations, selected materials, alternatives, documents and presentations remain in separate consultations and baskets
- The client and consultant cannot comfortably continue the project in stages or adjust the quantity
- Areas, dimensions, outputs, waste coefficients, pack sizes and stock are checked in individual tools or employee count
- The customer buys too little, too much or underestimates the extra quantity, causing the project to be delayed and increasing returns
Implementation requirements
For interior project orders, the dimensions, packaging rounding and material stock assumptions are compatible. Customer changes and installer requirements are linked to the offer version, delivery stages and commercial approval.