ST Comp Holdings
ST Comp Holdings
ERP
One ERP, six industry builds·posting now

Every invoice posts itself, the close just finishes

Stock, purchasing, costing, payables and the ledger in one system — posting as the work happens, so month-end is a schedule rather than a scramble.

What would you like your ERP to fix?

Pick as many as you like — the first one sets where you land.

Show me the ledger

Nothing to install. No sign-up to look around.

Pick the build that already keeps your books.

Four people stop chasing paper.

An ERP gets signed by a finance director and lived in by a storekeeper. These are the four people whose Tuesday changes, and none of them have to like software for it to work.

An operations and finance team working from the same numbers
GRN-91044 postedMain store · 12 seconds ago

  • The storekeeper

    Writing delivery notes into a book for someone else to type up.

    Receives against the order on a handset. The check-in is the posting.

  • The buyer

    Ringing round to find out which orders actually arrived.

    Committed, received and outstanding, per supplier, without asking anyone.

  • The financial controller

    Rebuilding the month out of paper in the first week of the next one.

    A close that assembled itself, reviewed and signed on the fourth.

  • The managing director

    Asking what stock is worth and being told someone will find out.

    One screen, current to the last posting, on a phone in a car park.

Period close
0

days to close, from three weeks

4 of 30 days

Invoicing
3-way

matching on every invoice, order and receipt

3 of 3 matched

Builds
0

industries with a build of their own

6 of 6 shipped

The close finishes on the fourth.

Not because anyone works faster, but because the postings happen as the work happens instead of being assembled from paper in the first week of the following month.

0working days, on a twelve-day month-end
  1. Day 01

    Cut-off, all stores counted

    Every location closes its own count. No store waits on another.

  2. Day 02

    Goods received not invoiced matched

    Receipts without invoices are found and accrued, not discovered in March.

  3. Day 03

    Accruals and prepayments posted

    Standing entries post themselves against the schedule they were set on.

  4. Day 04

    Departmental P&Ls issued

    Every head of department gets their own numbers the same morning.

Day 05Review, then nothing.·Days 06 to 12 stop being month-end at all.

On this system4 days
Assembling it by hand12 days

Both runs are drawn on the same twelve days, so the gap between them is the thing you get back — eight working days a month, every month.

One board, whatever it cost.

Six cost centres from one operation, on one board, in one set of columns. Every figure on it is a consequence of a posting somebody made by doing their job, not of a report somebody wrote afterwards.

Cost of sales, by outletPeriod to date · Live
OutletStoreStatusCost of salesNext action
Banquet kitchenMain storeOn budget28.4%Nothing due
All-day diningKitchen 2Over36.1%Variance raised
Sky barBeverageCounting—Stocktake tonight
Pool deckKitchen 2On budget31.0%Nothing due
In-room diningMain storeWatch33.8%Recipe review
EngineeringSparesWatchRM 41kChiller service due

Every movement posted. Every cost known.

An ERP is not a database somebody has to feed at month-end. It is the ledger that writes itself while the goods are still being unloaded, so nothing depends on whether a busy person remembered to type it in.

  • Nobody keys a delivery note twice
  • Nobody reconciles two systems that should have agreed
  • Nobody waits for a stocktake to know what stock is worth
Cost of sales, by outletPeriod to date · Live
OutletStoreStatusCost of salesNext action
Banquet kitchenMain storeOn budget28.4%Nothing due
All-day diningKitchen 2Over36.1%Variance raised
Sky barBeverageCounting—Stocktake tonight
Pool deckKitchen 2On budget31.0%Nothing due
In-room diningMain storeWatch33.8%Recipe review
EngineeringSparesWatchRM 41kChiller service due

What arrives at your back door

  • Purchase orders
  • Delivery notes
  • Supplier invoices
  • Stock counts
  • Transfers

Five sources of truth, five people keying them somewhere, and five chances for the number you report to be wrong by the time anyone checks.

What you get back, continuously

  • Stock at cost, per store, without a stocktake
  • A landed cost that includes what it took to get here
  • An invoice held because it disagreed with the order
  • A close that runs to a schedule, not to a scramble
And one general ledgerPosted as it happens, by nobody

The invoice that quietly went up.

Nobody approves a five hundred ringgit overcharge on purpose. They approve it because the invoice looked like the delivery, and nobody had the order open at the same time.

Three-way matching holds the order, the receipt and the invoice against each other on every line. When they disagree the difference is raised before payment, not discovered at year end.

  • Purchase orderPO-40118200 unitsRM 59.50RM 11,900.00
  • Goods receivedGRN-91044200 unitsRM 59.50RM 11,900.00
  • Supplier invoiceINV-77820200 unitsRM 62.00RM 12,400.00
Held — unit price above orderPayment blocked, buyer notifiedRM 500.00

Tolerances are yours to set. Most clients pass anything within a ringgit and hold everything above it.

What is stock worth, right now?

Not a report someone runs on request. Stock at cost, what is committed, what has been received and not yet invoiced, and how far into the close you are — all of it a consequence of postings that already happened.

Group operationsLive
Stock at cost
RM 4.82m
+3.1%
Committed, not yet received
RM 1.36m
+RM 210k
Received, not invoiced
41 lines
−12
Days into close
4 of 12
on schedule
Stock at cost, by siteSix sites
RM 1.42m
RM 0.90m
RM 1.09m
RM 0.49m
RM 0.61m
RM 0.31m
KLPenangJBIpohKuchingKK
Spend this period
  • Goods for resale47%
  • Consumables23%
  • Services and contractors18%
  • Maintenance and spares12%
Needs a person
  • Invoice above order pricePayables6 held
  • Received, no invoice over 30 daysGRNI9 lines
  • Negative stockKuching store2 items
  • Cycle count overdueIpoh store1 store

Every director, controller and store manager sees the slice they own. The numbers underneath are the same numbers.

What actually changes.

Three things change in the first quarter. They are not features — they are the reasons a finance director signs.

Stop finding out at month-end.

Stock at cost, what is committed, what has arrived without an invoice and how far the close has got — all of it a consequence of postings that already happened, not a report somebody assembles when asked. The question that used to take two days to answer takes one screen.

1screen, instead of four people and a spreadsheet
See the dashboard
Group operationsLive
Stock at cost
RM 4.82m
+3.1%
Committed, not yet received
RM 1.36m
+RM 210k
Received, not invoiced
41 lines
−12
Days into close
4 of 12
on schedule
Stock at cost, by siteSix sites
RM 1.42m
RM 0.90m
RM 1.09m
RM 0.49m
RM 0.61m
RM 0.31m
KLPenangJBIpohKuchingKK

The overcharge never reaches the payment run.

Order, receipt and invoice are held against each other on every line. A unit price that moved between quote and invoice is raised before payment rather than discovered a year later, and the tolerance for what passes without a human is yours to set.

3documents matched on every line, automatically
See the match
Cost of sales, by outletPeriod to date · Live
OutletStoreStatusCost of salesNext action
Banquet kitchenMain storeOn budget28.4%Nothing due
All-day diningKitchen 2Over36.1%Variance raised
Sky barBeverageCounting—Stocktake tonight
Pool deckKitchen 2On budget31.0%Nothing due
In-room diningMain storeWatch33.8%Recipe review
EngineeringSparesWatchRM 41kChiller service due

Get the first week of the month back.

Nothing is assembled at close because nothing was left unposted. Cut-off, matching, accruals and departmental results run to a schedule your controller sets once, and the team spends the week analysing the numbers instead of building them.

8days a month returned to the finance team
See the close
March closeDay 4 of 12
  • 01Cut-off, stores counted
  • 02GRNI matched
  • 03Accruals posted
  • 04P&Ls issued
  • 05Review and sign

What the ERP owns.

Six modules underneath all six industry builds. What changes per industry is what they are counting and what the numbers are called.

Inventory and stores

Every location counted as its own store, with transfers posted rather than assumed, across as many sites as you run.

See what it changes

Purchasing and approvals

Requisition to purchase order to receipt, on the approval limits your business actually uses.

See what it changes

Costing

What a dish, a case, a unit or a package cost — built from live purchase prices rather than a rate card someone updates annually.

See what it changes

Payables and matching

Three-way matching of order, receipt and invoice, so a price or quantity that moved is caught before it is paid.

See what it changes

Assets and maintenance

Plant, equipment and their service intervals, with the cost of keeping them running attributed where it belongs.

See what it changes

Ledger and close

A general ledger fed by the operation as it happens, and a close that runs to a schedule instead of a scramble.

See what it changes

One engine, six sets of books.

The industry decides what is counted, what a cost centre is called and what has to be proved to an inspector. It does not decide the plumbing, which is identical underneath all six.

days to close, from three weeks
4

days to close, from three weeks

industries with a build of their own
6

industries with a build of their own

matching on every invoice, order and receipt
3-way

matching on every invoice, order and receipt

Targets the system is built to hit, not results measured at a named client.

You are not signing up for eighteen months.

Ten weeks to a first close, and a parallel run before anything is switched off. The timeline moves when your data does, which is why we look at it before we quote.

  1. Week 1–2

    Scope and data

    We look at your item master, opening balances and chart of accounts before quoting. An ERP started on bad master data stays wrong for years, and that is the honest place to find out.

  2. Week 3–6

    Configure

    Stores, cost codes, approval limits and the industry build are set up against how you actually operate rather than against a default template.

  3. Week 7–9

    Parallel run

    One period posted in both systems side by side. Nobody switches off the old process on a promise.

  4. Week 10

    First close

    Your first month-end on the system, run with us in the room. After that the schedule is yours.

Growing into a second site should not mean a second system.

Multi-site is structural here, not a pricing tier.

One site

A single operation that has outgrown spreadsheets but has no interest in a two-year programme.

  • One store, one ledger, one close
  • Live in about ten weeks
  • Nothing switched off before a parallel run

A group

Several sites, more than one company, and a consolidation that currently happens in a workbook nobody else can open.

  • Multi-site, multi-company, multi-currency
  • Inter-company transfers as postings
  • One consolidated close, one set of rules

It has to talk to what you already run.

An ERP that cannot read the system already taking your orders is a second set of books. These are the categories we connect as standard; the specific systems get confirmed during scoping, before anyone signs anything.

What sells

Revenue and consumption post themselves rather than being re-keyed.

  • Hotel PMS
  • Hospital HIS
  • Retail POS
  • Storefront
  • Marketplaces

What moves goods

Receipts, transfers and dispatches land as postings.

  • 3PL and warehouse
  • Courier platforms
  • Barcode and RFID
  • Weighing and counting

What pays

Payables, collections and statements reconcile against the ledger.

  • Bank statement feeds
  • Payment gateways
  • Payroll
  • Existing accounting

What must be filed

Compliance output built in rather than bolted on afterwards.

  • e-Invoicing
  • SST reporting
  • Audit file export
  • Statutory formats

Your ledger

Where the data stands.

You are being asked to put your books inside someone else’s software. These are the three answers that should come before any of it.

You own it

Every transaction, master record and document belongs to your business and is exportable in full at any time, in a format your auditor accepts.

Nothing is quietly editable

Postings are not deleted, they are reversed, and every change carries who made it and when. That is what makes the ledger evidence rather than a working file.

You can leave

There is no hostage clause in the data. If you ever move on, you go with a complete export and a documented schema, not a support ticket.

The rest of the platform.

Three products on one data model and one vertical taxonomy. The industry you picked here is the industry you get there.

CRMEvery enquiry answered in seconds and written to a customer record.Open CRM
SRMSuppliers scored, certificates current, POs and invoices matched.Open SRM

What finance directors ask first.

Straight answers on scope, implementation, what it replaces and what it does not.

Accounting software records what already happened, usually from documents typed in after the fact. An ERP is the operation itself — the order, the receipt, the transfer, the issue — with the accounting falling out of it as a by-product. That is why the close gets shorter: nothing has to be assembled, because it was posted as it happened.

Bring us your last month-end.

Tell us what closing actually looks like now — who assembles what, and how long the first week of the month costs you. We will show you the version that fits.

Talk it throughStart a project