For mid-sized manufacturers

It scales by addition, which is why it does not stall the way a phased rollout does. Each line gets its own cards on its own bins, and a card is a self-contained loop: it carries its own quantity, its own supplier and its own lead time. Adding line four does not require lines one through three to be reconfigured, revalidated or taken down, and a line that has not been carded yet keeps running exactly as it does now. Rossmonster went from a first shelf to cards on 100% of supplies inside a year. Assembly Industrial went from four simultaneous builds to eight in six months, on the same floor with the same team. The practical limit is not the software, it is how fast your own schedule lets you hang cards.

Because the module and the shelf are two different problems, and only one of them got solved. Your ERP was implemented around jobs, routing and costing, because those had a deadline and an owner, and it is genuinely good at them. Inventory was usually phase two, and phase two rarely gets its own week. Even where the module did go live, it holds a figure that only changes when a person at a desk changes it, and on a busy floor between jobs nobody does. Arda does not replace any of that and does not want the ERP's job. It runs the physical replenishment loop at the bin, on the items nothing was ever pointed at, and it hands you real consumption data you can push back into the system you already own. It integrates with QuickBooks, NetSuite, Odoo, Xero, Shopify, Stripe, Airtable, Make and Zapier, plus a REST API. There is no rip and replace and no second implementation.

Each site gets its own cards on its own bins, and each card is tagged to its location. Site two's bin firing a reorder has no effect on site one's buffer, which is what you want, because the two sites do not consume at the same rate and should never be pulling from one shared assumption. What is shared is the design: the same item list, the same quantities and the same scan, so a card set built at site one is printed and hung at site two in an afternoon instead of being reinvented over two years. Purchasing sees both streams in one view and can consolidate them into a single order to a shared supplier when the freight makes that worth doing. The owner sees which site stops more often without asking either plant to prepare a report. Where site two has a different supplier or a longer lead time, you resize those cards and nothing else moves.

The question you will actually be asked is not "what is the return." It is "is this going to be another project." Answer that one first. There is no implementation, no data migration, no integration to schedule and nothing for anyone to be trained on, because the entire user-facing surface is a card on a bin and a phone that is already in the operator's pocket. The line that has not been carded yet keeps running exactly as it does today, so there is no go-live to survive. Then bring two numbers the ERP was never given a way to produce: how many times a line stopped last quarter for an item that was on the shelf until it was not, and how many hours a week your team spends assembling orders by walking the floor and asking. Assembly Industrial's answer to the second one was two to three hours a week before and ten minutes at the end of the day after. Both numbers are collectable in a fortnight from one line on the Free plan at $0, which makes the pilot evidence rather than a spend request. The spend request comes after, and by then it is $299 a month on Growth against a stoppage figure you have already put in writing.

Create unlimited items and cards on Free, without Order Queue access. Solo includes one user and up to 10 orders a month after its 7-day trial. Team and Pro are priced per Power User and include unlimited scanning for your team. Compare current plans and billing.