Ighama Tractor and Forklifts began as a family-owned forklift manufacturer in the Midwest, producing a few dozen forklifts per month for local warehouses. Their forklifts became popular for their durability and affordability, and demand quickly grew beyond the local region. To meet this demand, Ighama invested in multiple manufacturing plants across the country, established regional distribution centers, and partnered with hundreds of dealer locations.

With rapid expansion came unexpected complexity. Inventory management became chaotic. Plants and dealers tracked forklifts and spare parts independently, often resulting in stockouts at high-demand dealers while other locations sat on excess inventory. This led to frustrated customers, lost sales, and unnecessary storage costs.

Shipping inefficiencies multiplied. Emergency shipments, last-minute transfers, and inconsistent logistics caused freight expenses to soar and delayed deliveries. Dealers were forced to compensate by keeping extra stock on hand, tying up capital unnecessarily.

Manufacturing inefficiencies emerged as well. Some plants overproduced low-margin models, while others struggled to meet demand for high-performing forklifts. Management had no clear visibility into which plants were performing best or where bottlenecks existed.

Financial operations were equally challenging. Revenue, costs, and margins were scattered across plants and dealers, making consolidation difficult and strategic decision-making almost impossible. Maintenance parts were inconsistently tracked, resulting in downtime for customers when replacement parts weren’t available promptly.

Leadership recognized that continuing with spreadsheets and disconnected ERP systems would hinder growth and profitability. Ighama needed a system that could unify inventory, finances, and production, while providing actionable insights and optimizing operations across all locations.