Your supplier invoices you a 25 kg bag at $22.00. You copy those two figures across, the stock management software gives the price per kilo: $0.88. Nobody touches a calculator.
In most inventory software, you have to pick a unit from a list, then divide by hand. Here you copy the supplier's invoice across. The divisions all happen on their own.
What the truck drops on the pavement: a bag, a carton, a drum, a pallet, a lot of 50 workshop gaskets. Keep the word your team already uses.
25 kg, 20 litres, 6 bottles, 48 bars of soap. A weight, a volume or a number: it is printed on the label, you copy it across.
You count the bags on the floor, you type 25. No unit list opens to ask you for something else.
$22.00 a bag, to the cent on the invoice. The price per kilo writes itself underneath while you type.
A comma in the wrong place in a unit price typed by hand, and nobody notices before the January stocktake. That field does not exist here.
Two fields you will never see: the unit drop-down list and the "unit price" box. The two places where stock goes wrong without anyone noticing.
A customer asks for 3 kg of rice at 10:40. You open a bag, you weigh, you take the money. The retail sale then fits on two lines: the closed bags, then the opened bag.
You had 25 bags of 25 kg, you sell 3 kg. Elsewhere the screen shows 622. The sum is right, but nobody is going to count 622 of anything at the back of the stockroom.
COMZA writes what you would see by pushing the door open: twenty-four closed bags, one open bag, twenty-two kilos in it.
Last out: 3 kg sold at the counter at 11:26, by Ahmed K. The open bag keeps its batch number.
Same goods, same real quantity in the stockroom. Which of the last two columns are you going to check the shelf with?
| The goods | What you sold | What another program shows | What COMZA shows |
|---|---|---|---|
| Rice by the bag 25 bags of 25 kg |
3 kg at the counter | 622 units | 24 bags + 22 kg |
| Oil by the carton 8 cartons of 6 bottles of 1 L |
2 bottles | 46 units | 7 cartons + 4 bottles |
| Paint by the can 6 cans of 20 L |
5 L for a site | 115 units | 5 cans + 15 L |
| Milk by the pallet 4 pallets of 120 cartons |
30 cartons to a retailer | 450 units | 3 pallets + 90 cartons |
| Gaskets by the lot 10 lots of 50 gaskets |
12 gaskets fitted on repairs | 488 units | 9 lots + 38 gaskets |
COMZA knows the total number too: it uses it for the reports and the stock value. It does not show it in your place.
The driver is waiting for his signature, the cartons are on the pavement. You run the barcode reader standing up, carton after carton, and stock goes up as you move along.
One pass of the reader on the carton, then the number received: 25 bags. The note says 25 and you only count 23? Type 23. The 2-bag gap stays written, with the date, for the claim.
$22.00 a bag, with the date and the supplier. That bag cost $19.50 eight months ago. Your margin per kilo updates.
You scan a product you have never sold. The sheet arrives filled in: name, brand, container, contents. One field is left for you to set, your selling price.
The first shop to describe a retail product feeds a common catalog. The one that scans the same barcode six months later gets the four fields already filled in.
The catalog carries only what is printed on the packaging. Nothing that makes your business goes into it.
A $25 barcode reader types thirteen digits without a mistake, three times faster than you. Any USB or Bluetooth model works, with no driver to install.
You scan, stock goes up. Two items differing only in the last digit no longer get mixed up.
You scan at the register and stock goes down. You also scan what leaves without being sold: two broken bottles, a sample, eight bags sent to the other shop.
Bulk, workshop parts, an hour of labour, a subscription: none of that carries a barcode. Type three letters, or use the phone camera.
Three names for the same item, three sheets created on a busy day, and your 24 bags read in three pieces. Here one sheet carries as many references as needed.
One single stock behind those five references: 24 bags + 22 kg. Not three sheets contradicting each other.
The gap between the screen and the stockroom is often called "I do not know". Behind it are five very ordinary reasons, entered in ten seconds from a phone.
Two bottles dropped on the shelf. The seller writes them off with the reason "breakage" and his name.
Six yoghurts past their date pulled from the shelf. The alert had gone out thirty days earlier.
Found at stocktake or on the spot. Writing it down is how you know whether it is three items a year or a week.
The team's coffee, the packing bags, the gasket fitted on your own van. Those go out as expenses.
A bottle left with a customer on the round, attached to his name. In January, you will know what the round cost.
To take something out, you have to say why, under your own name. None of the five reasons gets mixed with a sale in the reports.
Losses come off the margin at the real purchase price. A month at $4,106 instead of $4,190 is explained in two lines: $31.20 of breakage, $24.80 of expiry.
At the purchase price, never at the selling price: a broken bottle costs you what you paid for it.
A bag received in March and a bag received in September have neither the same age nor the same purchase price. COMZA follows each batch apart, with its date and its place in the stockroom.
At the sale, COMZA offers the batch whose expiry date is nearest. The seller has nothing to decide. If he takes another, his choice stays written.
You set the lead time: thirty days for a tin, seven for a fresh product, six months for a medicine. The alert comes in time to shift the batch.
Back stockroom, aisle 3, cold room, workshop bench, second shop. The seller looking for it knows where to go without crossing the shop twice.
The central shop is short of rice, the harbour one has too much. Eight bags are moved. Elsewhere, that movement is written nowhere and both stocks go wrong the same day.
Batch 2411-A goes first, and its lower purchase price reads in the margin on those six bags. The bags on the way are sellable nowhere.
A customer who comes for a can and cannot find it crosses the street, and sometimes he stays there. A threshold set at 4 bags leaves you time to order.
"Warn me at 4 bags." You order bags, not 100 kg. COMZA suggests a figure per item from your sales over the last three months.
Items that have dropped below threshold come to the top of the manager's screen. Twelve lines in the morning, read in two minutes, instead of a notification every ten minutes.
A summary once a day or once a week, at the hour you choose. You order on Tuesdays? The list arrives Tuesday at seven.
COMZA flags the items that have not moved in three months and what they tie up: $1,240 at the back of the stockroom, that nobody ever talks about.
The work carries on when the connection drops. Sales, write-offs and deliveries are recorded on the device, then go up as soon as the network is back. A three-hour outage does not close the shop.
See the whole productThe free plan covers 2 people, 1 location, 50 products and 20 invoices a month, with no end date. 14 days free on every plan.