Irfan Mustafa Qazi

Just Because Tuhund Can Do Something Does Not Mean It Should

Modern ERP systems are powerful. Tuhund is powerful.

It can automate, adjust, recompute, back-date, revalue and reclassify almost anything. But power without restraint is dangerous. The responsibility of an ERP is not to do everything it can, but to do only what is correct, defensible and sustainable for the customer.

This distinction becomes critical when financial statements, inventory valuation, taxation and statutory compliance are involved.

ERP systems are not neutral tools

An ERP is not a spreadsheet.
It is not an accounting workaround engine.
It is a system of record.

Every process allowed inside an ERP implicitly becomes a recommended practice. If a system enables routine adjustments to Profit & Loss or Balance Sheet, it is not offering flexibility. It is institutionalising poor discipline.

Once such behaviour becomes normalised, it is extremely difficult to reverse and the long-term cost is always higher than the short-term convenience.

Financial statements are outcomes, not tuning knobs

Profit & Loss and Balance Sheet are legal and statutory outcomes of business activity. They are not instruments for continuous correction.

If a regular business process requires:

• post-facto inventory revaluation

• retroactive cost adjustments

• repeated journal entries to align numbers

then the issue is not accounting.
The issue is process design.

Fixing numbers after the fact does not fix the business. It only masks issues until they surface during audits, tax scrutiny or regulatory reviews.

Freight, landed cost and where the line must be drawn

There is no disagreement that freight and transportation form part of the economic cost of procurement.

However, accounting disciplines exist for a reason.

• If freight is part of the purchase invoice or known before goods are stocked, it can be capitalised.

• If freight invoices arrive after goods are stocked, they must be treated as expenses in the period they are received.

Anything beyond this introduces avoidable risk.

Trying to push post-facto freight into inventory value results in:

• retroactive stock valuation changes

• period mismatches

• distorted margins

• weakened audit trails

This is precisely why cost accounting exists separately from financial accounting.

Management insight does not require financial distortion

A common argument is that without capitalising all costs into inventory, management will not see the true cost.

That argument is flawed.

Tuhund fully supports:

• landed cost analysis

• cost of procurement reporting

• product and batch level cost visibility

• margin analysis with allocated logistics costs

All of this is available without altering financial valuation.

Cost insight belongs in management and cost accounting.
Statutory truth belongs in financial accounting.

Conflating the two helps no one.

The GST and ITC reality cannot be ignored

Post-facto capitalisation of freight creates a serious compliance mismatch.

Under GST:

• Freight invoices are declared in the period they are received.

• ITC is claimed in that same period.

• GST returns expect a corresponding expense or asset recognition.

If freight is capitalised into inventory instead of being expensed:

• GST shows expense and ITC

• Financial books show neither in that period

For material values, this divergence is visible and measurable. It increases scrutiny risk and weakens the company’s defence during audits.

An ERP should reduce compliance risk, not manufacture it.

Preponing tax liability makes no business sense

There is another consequence that is often overlooked. This approach prepones tax liability without any commercial benefit.

When freight or overhead costs are capitalised into inventory instead of being expensed:

• profit is overstated in the current period

• tax liability increases earlier than necessary

• cash flow is unnecessarily impacted

There may be inventory that is sold or consumed months or even years later. By deferring expense recognition, the business ends up paying tax today on costs that relate to revenue far in the future.

In simple terms:

You are paying tax now for something that has not yet created value.

No rational business does this voluntarily unless required by law.

This is not conservative accounting. It is inefficient accounting.

Procurement valuation and manufacturing valuation are not comparable

Another argument often raised is that manufacturing inventory absorbs value over time, so procurement inventory should behave similarly.

This comparison is incorrect.

Manufacturing inventory

In manufacturing:

• value is added continuously through labour, overhead and processing

• work-in-progress naturally accumulates cost over time

• valuation reflects real transformation of goods

This is correct and expected.

Procurement inventory

In procurement:

• the value is fixed at the point of receipt

• there is no transformation after stocking

• later invoices do not change the nature or value of the goods

Adding costs later does not represent value addition. It represents delayed documentation.

Delayed paperwork does not justify retroactive valuation.

Just because Tuhund can do it does not mean it should

Yes, Tuhund can:

• reopen closed periods

• revalue stock retroactively

• recompute historical margins

• auto-adjust Profit & Loss and Balance Sheet

But enabling these as routine business processes would be professionally irresponsible.

Our obligation is not to say yes to every request.
Our obligation is to protect the customer’s long-term interests.

Short-term convenience often becomes long-term liability.

The role of Chartered Accountants and system designers

Chartered Accountants are essential partners, not adversaries. But roles must be respected.

• Accountants validate financial outcomes.

• ERP systems enforce operational discipline.

• Cost accounting explains economics.

• Financial accounting records facts.

When adjustments become the default solution, it usually indicates that upstream processes are being avoided rather than fixed.

Accounting should complement systems, not compensate for them.

Tuhund does not cook data. Tuhund does not hallucinate.

Tuhund is not designed to manufacture numbers.
It does not cook data.
It does not hallucinate outcomes.

Every figure produced by Tuhund is traceable to an actual transaction, an actual document or an actual event.

Even predictions and forecasts are grounded in historical data, observed patterns and real operational behaviour. There are no artificial adjustments to make reports look right and no synthetic logic to compensate for broken processes.

Predictions are not guesses.
Forecasts are not assumptions.
Insights are not post-facto corrections.

They are derived from what actually happened.

Integrity over illusion

Systems that allow frequent adjustments slowly lose credibility. Over time, users stop trusting reports because they no longer know what reflects reality and what reflects correction.

Tuhund takes the opposite approach.

If the data looks wrong, the system does not fix the numbers.
It forces the conversation back to the process.

This discipline ensures that:

• financial reports remain defensible

• audits remain clean

• compliance remains intact

• management decisions are based on reality, not reconciliation

Insight built on distorted data is not insight. It is illusion.

Tuhund’s position is deliberate and principled

Tuhund will always support:

• compliance-safe designs

• audit-friendly processes

• clear separation between statutory and management accounting

• transparency over cosmetic correctness

What it will not support:

• routine alteration of financial statements

• retroactive stock valuation changes

• designs that introduce GST, audit or tax exposure

• adjustment-first thinking

This is not rigidity. This is responsibility.

In conclusion

An ERP is a long-term commitment. Decisions made today shape behaviour for years.

Tuhund chooses restraint over recklessness, discipline over convenience and correctness over cleverness.

Because just because a system can do something does not mean it should.

And when it comes to financial integrity, doing less is often doing what is right.

When an organisation decides to implement an ERP system the Accounts department is usually the first to take interest. They manage compliance, taxation and reporting so they expect to lead the project. Although finance is a major stakeholder and beneficiary, placing Accounts in the driver’s seat is one of the main reasons ERP implementations fail.

ERP is not a finance tool. It is a complete business platform that connects every department and every flow of work. When the project is run by Accounts alone the result often looks perfect only in the balance sheet while operations suffer daily.

Below are the primary reasons why ERP should never be driven by Accounts.

ERP covers the entire business not only finance

ERP connects sales, procurement, production, inventory, logistics, human resources and more. The goal is to make work faster, visible and well controlled across departments. If Accounts dictates the design, decisions become focused only on vouchers entries and audits, while real operational needs get compromised.

Operations create the data that finance consumes

Accounting entries are the outcome of business processes. Goods are purchased, received and consumed long before any journal is posted. If the workflows are designed only to suit Accounts the operational teams start working outside the system to get things done. This results in missing information and inaccurate reports which is exactly what ERP is meant to solve.

ERP success is measured in operational improvement

A successful ERP reduces errors, cuts stock, improves delivery performance and increases customer satisfaction. These benefits come from operational excellence, not from matching debit and credit. When Accounts drives the project, the focus shifts to reports instead of results.

Financial controls without balance reduce efficiency

Finance teams are trained to minimise risk and enforce strict validations. Controls are essential but taken too far they slow down daily tasks and create bottlenecks. Users then find shortcuts outside the system which leads to poor compliance and even higher risk than before.

Management accounting and financial accounting serve different purposes

Financial accounting provides statutory reporting. Management accounting supports business decisions. These two sets of figures are not meant to match because they measure different outcomes. ERP often provides multiple views of the same dataset for different needs. When Accounts tries to force every report to match the balance sheet the organisation loses visibility required for planning and operations. Teams then manually build separate reports outside the ERP which defeats its purpose.

When the expertise is not accounting but a software product

A bigger challenge arises when finance staff are not highly proficient in accounting principles but are experts in a specific legacy accounting software. They try to recreate that old system inside the ERP. Anything that looks different is rejected even if it is more advanced, more compliant or more efficient. The project then stops being a transformation and turns into a costly duplication of outdated workflows.

ERP transformation requires organisation wide leadership

ERP changes how the entire business works. It must align with strategy and long term growth goals. The real owners of the project should be senior management supported by a cross functional steering committee. Accounts must play a vital role but not a dominating one. Process owners from each department must lead the redesign of their workflows with finance ensuring accuracy and legal compliance.

Conclusion

ERP implementation is a journey that upgrades the way the whole business operates. When it is driven only by Accounts it may keep the books clean but the business remains broken. When it is led by informed management with equal participation from all departments ERP becomes a platform for growth efficiency and better decision making.

Finance benefits more when ERP is done right. The system should empower Accounts not be controlled by it.

Most traditional ERP systems reduce business reality into a web of ledgers. A person becomes a ledger, a product becomes a ledger and a customer becomes a ledger entry. These systems shape the business around accounting design instead of shaping accounting around how business actually happens.​

Tuhund is built on a different principle: it mirrors real life. In Tuhund, a person is a person, a company is a company, a product is a product, and inventory is inventory. Their identity does not change just because their role changes; what changes is the relationship or transaction, not the entity itself.​

Identity first accounting: The Tuhund way

Identity First Accounting in Tuhund means the system starts from “who” and “what” actually exist in your business and only then derives the accounting impact. When a company acts as a customer today and as a vendor tomorrow, the system preserves one consistent identity with multiple roles instead of only fragmenting them into separate ledgers. This keeps financial impact tightly coupled with real-world events, rather than forcing operations to fit an abstract chart of accounts.​

By modelling real entities first, Tuhund lets accounting reflect the business, not dictate it. This significantly improves traceability across modules like sales, inventory, services and accounting, all of which work on the same shared entities instead of isolated sub-ledgers.​

Always answering who, why, when, how, where

For everything in the system, Tuhund clearly answers who did it, why it happened, when it occurred, how it was executed and where it took place. Actions such as approvals, document changes, stock movements and financial postings carry this full context, making every record self-explanatory instead of cryptic.​

This rich context transforms data from bare numbers into a narrative of business activity. Teams can quickly reconstruct the story behind a transaction, resolve disputes faster and audit processes without guesswork or manual cross-checking.​

Holistic tracking around every entity

Tuhund keeps track of all communication, tasks and events related to every entity, whether that entity is a person, a company, a product or a project. Emails, calls, follow-ups, tickets and internal tasks can all be associated with the same underlying identity, giving a 360-degree view across CRM, services and operations.​

It also keeps a record of both tangible and intangible expenses connected to entities and processes. Direct costs like purchases and service charges, as well as scheduled or recurring expenses and other operational outlays. Wherever these expenses have an effect, Tuhund reflects them automatically, so cost, value and profit trails remain clear from source to final impact.​

Accounting that follows reality

Because identities stay stable and roles are layered on top, Tuhund can generate ledgers, sub-ledgers, and financial statements without compromising real-world structure. Cost centers, receivables, payables and asset records are all driven from the same underlying entities, ensuring that financial views remain consistent with operational reality.​

Value vs Cost Price in Tuhund

Two financial views for one real stock item

In Tuhund every inventory item carries two independent financial figures:

1. Value

This is the legally recognised value of stock for financial accounting.

• Used for balance sheet reporting

• Audited and regulated

• Changes only through formal stock revaluation

• Revaluation usually requires proper authority or external audit approval

Value exists because statutory reporting demands a fixed, trackable and verifiable number that represents what the organisation owns on paper.

2. Cost Price

This is the real economic cost of getting that stock into inventory.

• Supplier invoice price

• Plus freight, packaging, handling, duties, unclaimable taxes, insurance, inspections, warehousing and internal movements

• Keeps adjusting as additional related expenses are posted

• Used for profitability, pricing decisions and management accounting

Cost price exists because business reality requires knowing the true cost of acquiring and preparing the product for sale or use.

Why both are necessary

Financial accounting and management accounting have different needs. Tuhund supports both without compromising either.

Simple logic

Value tells auditors and regulators
Cost price tells business owners and managers

Tuhund keeps these separate so that:

• Compliance stays clean

• Profitability stays accurate

The result is an ERP where accounting follows what actually happened, instead of operations bending to suit accounting workarounds. This is the core of Tuhund’s Identity First Accounting: a system that sees your business the way you do and then turns that truth into accurate, automated financials.​

In consulting the real goal is to make people understand your ideas, not to show how much you know. Many professionals use complicated words and heavy technical terms because it sounds impressive. It may work in a classroom or at a conference but it does not help when you are guiding a client who needs clarity, not complexity.

Simple language builds trust. When you explain something in a way that anyone can follow, the client feels confident that you understand the problem and that your solution will work. Clear communication avoids misunderstandings, saves time and makes decisions faster.

Consultants deal with people from different backgrounds. Some have deep technical knowledge, others do not. If your message is buried under jargon, you lose the attention of the very people you want to help. When your language is clear, your ideas reach everyone including decision makers who may not know the technical details.

The Real Challenge of Keeping It Simple

Using simple language sounds easy but in real consulting work it is not always straightforward. Many times you know the perfect word for what you want to say but you avoid it because you feel the client may not understand it. The alternative is to replace that one precise word with a full sentence or even a few sentences. This takes more time and can interrupt the flow of the discussion.

This is the real challenge. Consultants cannot depend on complicated words because they risk losing the audience. At the same time they cannot oversimplify everything because then the message becomes long or unclear. The skill lies in finding the balance between being accurate and being easy to understand.

Good consultants do this all the time. They choose simple words when possible, explain difficult terms when needed and avoid anything that might confuse the listener. The goal is not to remove complexity from the subject. The goal is to present the complexity in a way that keeps everyone on the same page.

Using Local Language to Build a Connection

There is another aspect of communication that often makes a big difference. Simple language, blended with a couple of local words, especially during the ice breaker, helps create an instant connection. It makes the audience more comfortable and shows that you are not trying to speak above them. This small effort often builds trust faster than any formal introduction.

There have been times when I have deliberately used a pronunciation that is considered wrong because the correct one would have sounded strange or too foreign to the people in the room. This is particularly true when talking to factory staff or other ground level employees. For them communication is not about perfect grammar or textbook pronunciation. It is about feeling understood and included.

Consultants who pay attention to these details communicate better. A slightly imperfect word that feels familiar can be more effective than a perfect one that feels distant. It shows respect for the audience. It shows that you understand their environment and you are speaking to them, not at them.

Communication That Works for Everyone

Simple language is not a sign of weak knowledge. In fact it shows mastery. When you truly understand a subject you can explain it in a way that even a non expert can follow.

At Tuhund we see this every day. ERP projects involve processes, operations and data. These topics can easily become complex but our focus is always on clarity. When explanations are simple and relatable, clients understand what is happening, what to expect and why a particular approach is the right one.

In the end effective consulting is not about sounding sophisticated. It is about making sure the message reaches every person in the room, from senior management to factory floor staff. When your communication is clear, direct and relatable, the entire project benefits.

One of the most underestimated challenges in ERP implementation is not the software, not the configuration and not the project plan. It is the quality of the data provided by the customer. Many organisations hand over raw spreadsheets, incomplete records or unstructured data and expect the ERP team to sort it out. This leads to delays, rework and serious integrity issues across the system.

ERP implementations succeed only when the input data is clean, structured and free of interpretation. The data entry team must never guess, calculate, or make decisions. They must only enter what is already final.

This article explains why.

Customers often dump raw and unclean data

During implementation, customers typically supply data extracted from legacy systems, old files or manual registers. These files usually contain:

• missing values

• inconsistent codes

• duplicated records

• mixed formats

• obsolete entries

• internal notes or incomplete information

Such raw data cannot be entered directly into an ERP system. It requires clarification, correction and standardisation, which the vendor team cannot guess or interpret.

Human interpretation always creates errors

If data entry operators are expected to interpret or decide between conflicting values, errors become inevitable. Each operator understands things differently. When they try to figure out field meanings, correct mismatched units or interpret abbreviations, the data becomes inconsistent.

ERP systems rely on structured data. If the structure is compromised at the beginning, every module suffers. Inventory, finance, CRM, procurement and production all depend on correct masters.

Raw data slows down the entire project

Unclean data causes repeated cycles of:

• cross-checking

• clarifying doubts

• seeking approvals

• correcting entries

• fixing problems after uploading

This delays migration and pushes timelines forward. Clean data reduces rework and keeps the implementation on schedule.

Data entry becomes inefficient when logic is required

Data entry is efficient only when operators:

• type exactly what is in the sheet

• select predefined values

• follow a straightforward checklist

If they are required to take decisions, calculate values or resolve ambiguities, productivity drops and error rates increase. ERP projects suffer because uploads that should take hours end up taking days or weeks.

Training becomes complicated when data is unclear

When the data is unclear, the vendor must train operators to understand business rules rather than simply entering values. This increases training time and introduces inconsistencies. Clean and ready-to-enter data simplifies training for everyone involved.

The customer’s internal team holds the real knowledge

This is one of the most important points.

Customer-side resources know far more about their data than what appears in their files. They understand practical realities that are never documented, such as:

• informal naming conventions

• exceptions in processes

• special handling rules

• legacy short forms

• inactive or merged accounts

• old practices still in use

• manual adjustments done over years

ERP vendor resources do not have this domain knowledge. They cannot correctly interpret gaps or conflicting data. When they try, they are effectively working in the dark.

Interpretation must be done by the customer-side team, because they are the only ones who fully understand the business context.

Incorrect interpretation creates long-term damage

If wrong decisions are made at the data entry stage, the consequences last long after go-live:

• corrupted master records

• inaccurate reports

• wrong balances

• incorrect stock

• broken pricing

• unreliable automation

Fixing these issues later is time-consuming and expensive. It often requires data clean-ups, adjustments or re-migration.

The safest approach is simple: data must be clean and final before it reaches the data entry team.

Data entry is not a substitute for business knowledge

Data entry operators are trained to enter data accurately, not to understand your industry or internal policies. Asking them to interpret or resolve ambiguous information is unfair and leads to mistakes.

Business knowledge belongs to the customer’s team. Data entry should only reflect what has already been decided.

Conclusion

A successful ERP implementation depends on data that is:

• complete

• clean

• structured

• consistent

• free of interpretation

Customers must invest time in preparing data properly before handing it over for entry. Vendors must insist on clarity to avoid working blindly and making assumptions.

An ERP system is only as strong as the data fed into it. Clean, decision-free data ensures smooth implementation, reliable outputs and long-term success.

Many organisations begin their digital journey with lightweight and modular cloud systems. These platforms are easy to adopt, quick to deploy and helpful when processes are simple. They support the shift away from paperwork and bring initial structure to operations. For an early stage business, this can feel adequate.

However, as an organisation grows, its operations become more layered and interconnected. New branches open, product lines expand, teams increase, and responsibilities become distributed. What once worked smoothly now begins to show strain. The business no longer requires just data entry. It requires coordination, accountability, clarity and real-time oversight.

This is the stage where many organisations realise they have outgrown entry-level ERP systems.

Signals That Your Current System Is No Longer Keeping Up

The signs appear gradually, often in day-to-day work:

1. More spreadsheets begin to appear
Teams create Excel sheets to track information the system cannot capture.

2. The same data is entered multiple times
Sales, stores and accounts teams retype information, increasing errors and delays.

3. Approvals happen outside the system
Decisions move to WhatsApp, phone calls and email instead of structured workflows.

4. Reports require manual assembly
Data exists, but it is not connected. Management waits for someone to prepare and interpret it.

5. Operational depth feels limited
The system cannot handle layered costing, branch controls, job orders, service workflows or advanced pricing logic.

Individually, these challenges appear manageable. Together, they signal that the system has reached its natural limit.

The Illusion of Low Cost

Entry-level cloud ERPs often appear inexpensive. Subscription plans seem affordable and onboarding appears simple. However, the true cost of a business system is not its licence fee. The real cost lies in the internal effort required to keep the organisation running when the system cannot handle operational complexity.

When workflows, costing logic, approvals or branch controls are missing, teams fill the gaps manually. Over time, this leads to:

• Additional administrative staffing

• Repeated data entry across departments

• Slow decision-making due to missing real-time visibility

• Costly reconciliations at the end of each month

• Dependency on individuals who “know how things work”

• Difficulty onboarding new employees

The business ends up paying for inefficiency in time, effort and operational drag.
What initially felt “cheaper” becomes the most expensive way to run the organisation.

How Workarounds Increase the Real Cost of Business Operations

Each workaround feels small. Yet combined, they slow down processes, reduce accountability and limit the organisation’s ability to scale. Growth begins to create stress instead of strength. Mistakes become more frequent and more expensive. Operational clarity is lost.

When processes rely on personal memory rather than system logic, the business becomes fragile.

What a Mature ERP Must Provide

At a certain stage, an organisation needs more than a collection of tools. It needs a business operating system.

A mature ERP should deliver:

• A single source of truth across all departments

• Automated workflows that eliminate manual follow-ups

• Branch, warehouse or project level control with transparency

• Accurate costing and financial intelligence in real time

• Process depth that reflects how the business actually operates

• Accountability reinforced through system design

This foundation enables consistent decision-making, predictable operations and sustainable growth.

How Tuhund Supports the Next Stage of Growth

Tuhund is designed for organisations that have moved beyond basic structure and now require integrated control over operations. It connects data, responsibilities, approvals and financial intelligence into one coherent system. Teams no longer need to maintain parallel sheets, repeat data entry or manage workflows through informal channels. Processes run uniformly. Leadership receives real-time clarity. Finance operates with confidence. Operations scale without stress.

The organisation becomes stronger, faster and more resilient.

The Turning Point

If your teams are relying on spreadsheets, external communication for approvals or repetitive data entry, hidden operational costs have already begun to accumulate. The business is paying more through internal effort than it ever saved on licensing.

This is not a failure. It is a milestone.

It means your organisation has grown.

It is ready for a system built for scale rather than survival.

It is ready for Tuhund.

You buy something for 100 and sell it for 200. On paper you are delighted with a 100% profit. In reality, you may already be running into a loss, not just on this transaction but on the customer, the vendor or even the market segment as a whole.

The problem is simple. Businesses often look at selling price minus purchase price and call that profit. But in a real business environment, cost is far more complex. Let us look at where the illusion of profit disappears.

Hidden Sales Costs

Your sales team did not just send a quote and collect the order. They visited the customer five times, spent 20 hours in total and claimed travel and other expenses. Where did you factor in that?

If you value a salesperson's time even conservatively at 500 per hour, 20 hours adds up to 10,000. Add the travel reimbursements and incidental expenses. This "profitable" deal already looks very different.

Transactional & Operational Costs

The landed cost of a product is rarely just the vendor's invoice. In the 100 to 200 example, you paid 100 per unit but also spent:

• 10 on commissions

• 20 on transport

• 20 on labour for loading and unloading

The actual cost is now 150, not 100. That 100% profit has already dropped to 33%. And we have not yet looked at after-sales obligations.

Customer Support Overheads

Most businesses provide support long after the sale. Warranty handling, site visits, training and troubleshooting all require manpower. Over two to three years, your team will spend hours and resources on this customer.

If each visit costs 5,000 and you make three visits, you have lost another 15,000. Where did you factor that in your profit calculation?

Financial & Credit Costs

A sale is not complete when goods leave your store. It is complete only when the customer pays. If payment is delayed for months, the cost of blocked capital and interest burden falls on you.

Even a three-month delay can eat 6 to 7% of your margin if financed through bank credit. If you borrow to pay your suppliers while waiting for customer payment, the cost multiplies. Add the cost of storage when goods are lying unpaid in your books.

Vendor & Market Dependencies

Profitability is also tied to vendor reliability and market stability. If your vendor delays delivery, you may end up with excess storage cost. If the market price shifts while you wait for payment, your apparent profit can vanish.

Selling at 200 might look like a win, but if the market drops to 180 while your money is still stuck, you effectively lost money despite selling "at a profit".

Profit is More Than a Price Difference

The point is clear. Profit is not what you get when you subtract purchase price from selling price. Real profit is what remains after you calculate:

• Sales effort cost

• Commissions and operational cost

• Transport and labour cost

• Support and warranty obligations

• Finance and credit cost

• Vendor and market risks

Unless you capture these in your system, you are only looking at margin, not profit.

When Financial Accounting Masquerades as Management Accounting

This problem worsens when financial accountants start doing management accounting. Financial accounting and management accounting are two different disciplines.

In financial accounting, the primary objective is compliance and reporting. Expenses and incomes are booked under different heads based on standards, taxation rules and the requirements of financial institutions. The profit and loss statement you file is designed to meet those external obligations.

Management accounting, on the other hand, is about internal decision-making. It answers questions like:

• Are we really making money on this customer?

• Which products are bleeding despite good margins on paper?

• What is the true cost of serving a market?

When compliance-focused financial data is mistaken for management insight, businesses often miss the real story. They see a healthy P&L but continue to lose money on customers, vendors or entire market segments.

The Problem with Aggregates

Financial accountants are also least interested in the drill down. If product A and product B together show a profit, they are satisfied. It is not their responsibility to check if product B is actually dragging the numbers down.

From a management perspective, this can be dangerous. If product B is discontinued, product A may show even higher profitability. But without drill down, that insight never emerges. Management ends up subsidising loss-making products or customers simply because the aggregate picture looks fine.

The Blind Spot of Opportunity Cost

In financial accounting, loss of opportunity cost is less relevant simply because you cannot post it directly to the books of accounts. If you have borrowed money and are paying interest, that will reflect clearly in the P&L.

However, management accounting has a wider lens. It considers the finance cost even if the money is your own. Capital tied up in stock, delayed receivables or underutilised assets carries an opportunity cost. That money could have earned returns elsewhere.

Ignoring this cost creates a false sense of security. On paper, the business may appear profitable, but in reality it is earning less than it could or should. Management decisions that ignore opportunity cost are often the ones that lead to stagnation or decline.

Static Financial Value vs Living Cost Price

In Tuhund, every report that is not strictly for financial accounting, such as Balance Sheet and P&L, clearly shows both the financial cost and the actual cost to procure.

The financial cost reflects the static value posted to the books of accounts. Once recorded, it cannot be touched, except for genuine corrections made before finalisation of the balance sheet for that period. This is necessary for compliance and consistency.

The cost price, on the other hand, is a living figure. It is calculated at the level of each individual unit. You might have bought the same product a month ago with lower overhead costs, and today with higher expenses. Tuhund records the complete cost trail for each piece.

For price planning, Tuhund recommends the latest cost value but it does not limit you to that. Management can choose which cost basis to apply. A temporary dip in expenses does not have to distort long-term pricing strategy, and a sudden spike can be analysed without overreacting.

This granular approach means management does not just see an "average cost," it sees the precise cost of each unit with the flexibility to plan prices strategically rather than reactively.

Time as a Cost Factor

One of the biggest hidden costs in business is time. Every visit, every call, every hour of support is not free, it is a cost.

Tuhund takes this into account by converting time spent into financial figures, recording every minute and valuing it according to CTC (Cost to Company).

In Tuhund there is a distinction between actual CTC and true CTC:

• Actual CTC reflects what the company is directly paying, salary, allowances, contributions and benefits.

• True CTC goes further. It captures the real worth of a person's time, including intangible costs like infrastructure, systems and overheads. For business owners and key people, this becomes even more important. Just because they take a smaller amount as compensation when the business is not generating enough money does not mean their time is worth only that much. True CTC values their time at its actual worth, not at the reduced salary they draw.

By valuing time in this way, Tuhund ensures management sees the real cost of every sales visit, every support ticket and every decision-making hour. Profitability is no longer distorted by ignoring the human effort behind transactions.

How Tuhund Bridges the Gap

Tuhund recognises this difference. It does not stop at financial accounting compliance. It extends into management accounting by capturing all relevant costs, linking them to transactions and giving management a transparent picture of true profitability.

It enables managers to go beyond aggregates. Every product, customer and vendor can be analysed individually, with costs and revenues tied to the exact transaction. You can drill down to see whether a single product is eroding margins, whether a customer is unprofitable despite large order volumes or whether a vendor relationship is costing more than it contributes.

Tuhund also allows you to simulate and measure financial impact beyond statutory accounting. It highlights the burden of delayed receivables, blocked stock or slow-moving products not just in terms of book entries but in terms of real finance cost, including opportunity cost.

This ensures that management sees the whole picture: not only the compliance-driven financial statements but also the true economic profitability of the business.

Conclusion

Profit is not a number you assume. It is a number you calculate. If you rely only on purchase price vs selling price, you may be looking at an illusion. If you rely only on financial accounts, you may be looking at compliance, not management insight.

True profitability comes only when you consider the full picture: hidden sales costs, operational expenses, after-sales overheads, finance cost, vendor and market risks, opportunity cost of capital and the value of time.

Tuhund ensures you capture all these dimensions so you always know your real profit, per transaction, per product, per customer, per vendor and per market.

ERP vendors are not asleep on AI. Serious platforms have been weaving AI into planning, forecasting, control and user experience. AI will not replace a real ERP. It will replace small tools that masquerade as ERP, while making true ERPs faster, smarter and safer.

The myth: "AI will kill ERP"

The claim pops up every few days. A shiny demo shows a chatbot answering a question about stock or margin, then someone concludes, “Who needs ERP?” What those demos skip is everything that makes ERP valuable in the first place: trusted data models, auditable workflows, financial discipline, compliance, and end-to-end process control across sales, purchasing, inventory, production, service and finance.

AI can summarise, predict and recommend. ERP executes, records and proves. One is an accelerant, the other is the engine.

Why ERP remains the system of record

• Authoritative data: ERP maintains a single source of truth that can be audited end to end

• Governed processes: Approvals, segregation of duties and compliance are built into ERP flows

• Financial rigour: Real-time postings, reconciliations and statutory outputs are native to ERP

• Scale and reliability: High volumes, multi-company, multi-currency and cross-border operations

AI sitting outside this core cannot guarantee integrity. AI inside ERP can enhance it without breaking the chain of trust.

What AI actually changes inside ERP

Practical, high-impact areas where AI adds real leverage:

1. Forecasts that learn
   Demand, supply and cash-flow forecasts that adapt to seasonality, promotions and lead times rather than static averages.

2. Anomaly and risk detection
   Spotting price leaks, suspicious discounts, duplicate vendors, erroneous costs and outlier transactions before they become losses.

3. Natural language access
   Ask “Why did service response time slip in July?” and get an answer tied to live data, drillable to the document level.

4. Document automation
   Extracting structured data from invoices, POs, delivery notes and certificates, then validating it against masters and rules.

5. Adaptive workflows
   Routing approvals by risk score, past vendor behaviour or deal size instead of one-size-fits-all chains.

6. Recommendations in the flow
   Next-best-offer, parts compatibility, substitute items, dynamic safety stocks, technician scheduling and route optimisation.

7. Security intelligence
   Unusual login patterns, geo-fencing breaches and permission drifts flagged in real time.

Architecture that works: AI inside the ERP fabric

• Event driven: Stream key ERP events to AI services, then feed decisions back as native actions or recommendations

• Feature store: Keep curated, explainable features built from ERP data, not raw, messy logs

• LLM guardrails: Constrain prompts to ERP schemas, user rights and customer data boundaries

• MLOps: Version datasets and models, monitor drift, roll back safely, document lineage

Anything less becomes a fragile sidecar that cannot be trusted in audits.

How to evaluate an ERP's AI, in 10 questions

1. Does the AI respect user permissions and branch or company boundaries

2. Can every AI action be traced to documents and postings

3. Is training done on your data silo with explicit consent and isolation

4. Are models versioned with changelogs and rollbacks

5. Can you override, approve or reject AI suggestions with reason codes

6. Are metrics like forecast MAPE or anomaly precision visible

7. Does AI write back to ERP through supported APIs and workflows

8. Is latency acceptable in real operations, not just in demos

9. Can you cap or schedule compute to control cost

10. Are security events from AI logged alongside ERP security logs

Measuring ROI that actually matters

• Working capital: Fewer stock-outs and overstock, lower ageing, improved turns

• Conversion: Higher quote-to-order rate from guided pricing and cross-sell

• Cycle time: Faster procure-to-pay and order-to-cash with automated document flows

• Service outcomes: First-time-fix rate, response and resolution times

• Financial hygiene: Reduced write-offs, fewer manual journals, cleaner reconciliations

• Risk: Lower fraud or leak incidents per period

If a vendor cannot tie AI to these levers, it is theatre.

Risks and how to avoid them

• Shadow AI: Unconnected tools that scrape exports and invent their own truths. Fix with embedded, governed AI.

• Data bleed: Mixing customer-specific data with general models. Fix with encryption, tenancy isolation and strict scopes.

• Prompt drift: Unstable outputs from vague prompts. Fix with templated prompts and constrained retrieval.

• Cost creep: Models left running without caps. Fix with scheduling, budgets and usage policies.

• Over-automation: Letting AI book entries blindly. Fix with thresholds and human-in-the-loop.

The Tuhund point of view

We do not position AI as a showpiece. In Tuhund, AI has long powered predictions, system-driven planning, security and communication. The Ruaa bot has been sending smart notifications and reports since 2012. Our current work strengthens three pillars:

1. Trust
   Customer data is isolated by design with custom encryption between servers. Common knowledge and customer-specific knowledge never mix.

2. Explainability
   Every AI suggestion links to the exact ERP records you can drill into. No black boxes.

3. Action in the flow
   AI outputs enter the same approval layers, audit trails and security groups that already govern ERP activity.

The result is simple. AI does not sit beside Tuhund. It runs through Tuhund. Most of it might be invisible to the end user and that is the real beauty of AI.

Bottom line

AI will not replace ERP. It will expose shallow tools, and it will elevate the platforms that already run businesses with discipline. The winners will be ERPs that embed AI where it moves money, time and risk, without ever compromising the ledger or the law.

Sick industries and distressed businesses are a reality across sectors. In regions like Jammu and Kashmir, units in textiles, handicrafts, food processing, agro-based industries and even small-scale manufacturing have struggled due to outdated processes, inefficient management and inability to adapt to modern markets. While government revival packages often provide short-term relief, the real cure lies in structural transformation.

This is where Tuhund becomes a powerful tool – not just as software but as a complete business management platform that can help troubled businesses stabilise, regain control and grow sustainably.

1. Bringing Financial Discipline Back

One of the biggest reasons businesses collapse is the lack of financial visibility. Many sick units fail to keep accurate track of receivables, payables and costs. Tuhund’s real-time financial accounting ensures:

• Instant visibility of cash flow and profitability.

• Drill-down capability to identify inefficiencies at transaction level.

• Compliance with GST, income tax and statutory reporting, reducing risks of penalties.

This financial transparency helps sick units rebuild credibility with lenders, investors and government agencies – often a prerequisite for revival.

2. Cutting Waste with Smarter Inventory and Production

Sick industries often bleed due to waste, pilferage and poor stock management. Tuhund offers:

• Stock classification (damaged, in-transit, reserved, surplus) for accurate reporting.

• Batch and expiry tracking, critical for food, pharma and agro-processing.

• Leftover material management, a feature unique to Tuhund, ensuring nothing goes unaccounted.

By reducing wastage and improving utilisation, Tuhund directly improves margins and reduces hidden costs.

3. Linking Sales with Operations

Another challenge for troubled businesses is the disconnect between production and sales. Tuhund’s integrated CRM and ERP modules:

• Link every order, customer and lead with production schedules.

• Provide real-time visibility of sales pipelines and receivables.

• Support exports with multi-currency, logistics integration and compliance documents.

This ensures businesses only produce what the market demands and get paid faster – addressing both overstock and liquidity issues.

4. Enhancing Workforce Productivity

For many troubled industries, workforce costs are one of the highest expenses. The challenge is not the size of the workforce but the inefficiency in how work is managed and measured.

Tuhund’s HR and payroll module helps businesses:

• Link attendance and shifts directly with production output.

• Identify areas where staff can be better utilised.

• Empower managers to redeploy and guide employees where they can contribute most.

• Reward teams fairly by linking productivity with performance.

The goal is not to reduce jobs but to make every job more productive and valuable. By improving workforce efficiency, Tuhund allows businesses to generate more revenue from the same resources — thereby protecting livelihoods while strengthening competitiveness.

5. Affordable SaaS Licensing Model

A major barrier for sick industries to adopt ERP is cost. Traditional ERPs require heavy upfront investment in licenses, servers and implementation.

Tuhund solves this with its SaaS (Software as a Service) model, which means:

• No heavy upfront cost – businesses pay affordable recurring fees.

• No need for expensive IT infrastructure – Tuhund runs on secure cloud servers.

• Continuous updates, compliance changes and improvements included automatically.

This model allows even small and struggling units to access world-class ERP capabilities at a fraction of the cost, ensuring that technology adoption is not out of reach.

6. Building Credibility with Financial Institutions and Government

Banks and agencies hesitate to support sick units due to unreliable records. Tuhund’s accurate reports and auditor-ready financials make it easier for businesses to present credible revival proposals and access financing or subsidies.

Conclusion

Reviving sick industries requires more than subsidies or loans – it requires businesses to change the way they are managed. Tuhund ERP provides the structure, visibility and efficiency that distressed businesses need to survive and thrive again.

With features designed to eliminate waste, strengthen finances, integrate operations and enhance workforce productivity along with an affordable SaaS licensing model, Tuhund offers struggling businesses a lifeline – a way to transform from crisis to competitiveness.

For Jammu and Kashmir, where many industries are heritage-based and culturally significant, adopting Tuhund can mean not only saving businesses but also protecting livelihoods, traditions and the economic fabric of the region.

Project management is one of the most critical activities in any organisation, whether it involves delivering client projects, managing production jobs or running large-scale internal initiatives. For decades, businesses have relied on specialised tools such as Microsoft Project and Primavera. These tools are excellent for scheduling, resource allocation and monitoring at the project manager level.

However, while they are powerful in their domain, they were never designed to integrate with the broader workings of an organisation. They remain primarily planning and scheduling tools, not enterprise management systems. This is where many companies, including ours, felt the need for something more.

The Role of Traditional Project Tools

Tools like MS Project and Primavera remain highly valuable. They allow managers to:

• Create work breakdown structures and Gantt charts

• Assign tasks and resources

• Estimate timelines and budgets

• Track progress against baselines

These capabilities make them indispensable for project managers and program managers who need visibility into project timelines and resource allocation.

But as projects become more complex, involving multiple departments, approvals, vendors and financial flows, organisations soon encounter a natural limitation: these tools are not connected to the rest of the business.

A Founder’s Perspective

I did my PMP way back in 2006 when I was a project manager. At that time, we had been using Microsoft Project, and it felt like the ultimate tool—powerful, sophisticated and seemingly all-encompassing.

A few years later, when we started ECS, my role changed completely. The nature of our business also played a big part in redefining how I viewed project management. For the development of Tuhund, for instance, schedule meant little compared to scope. Rework—even ten times—was acceptable as long as each repetition brought improvement.

Yet, we still needed project management tools. But with my changed role, I found that any stand-alone tool fell short of my needs. It could help me plan tasks and timelines, but it could not connect to the broader reality of managing people, costs, materials, approvals and customers all at once.

This gap was one of the inspirations behind embedding project management directly into Tuhund ERP—not as a side module, but as a fully integrated function that ties into every part of the organisation.

Project Management Inside ERP

Tuhund takes a different approach: project management is not a separate application but a core ERP function that works hand-in-hand with finance, HR, inventory, procurement and approvals.

This means every project is connected to the lifeblood of the organisation:

1. Integrated Resource Management
   Employees, contractors and machines are not abstract “resources.” Tuhund knows who they are, their schedules, leave, skill sets and current workloads. Assignments are realistic, not hypothetical.

2. Real-Time Costing
   Every activity in a project automatically accumulates costs from timesheets, payroll, material issues, purchase orders and expenses. Managers see both estimated and actual costs in real time.

3. Inventory & Procurement Linkages
   Project tasks requiring materials are linked directly to stores. Stock issues, transfers and procurement are tracked seamlessly.

4. Workflow & Approvals
   Project-related requests—like budgets, purchases or change orders—flow through the same multi-level approval engines as the rest of the ERP.

5. Drill-Down Reporting
   Managers can analyse projects at a macro level, then drill down into individual job orders, activities, cost elements or even a single transaction.

Billable Milestones – Connecting Projects to Revenue

One of Tuhund’s unique features is the concept of billable milestones.

In most project management tools, milestones measure progress. In Tuhund, milestones can also be made billable, creating a direct link between the contractual payment schedule and the actual execution schedule.

• When a billable milestone is achieved, it triggers corresponding entries in accounts receivable.

• Payments received can be tracked against the project’s actual progress.

• Project budgets and cash flow forecasts adjust automatically, giving finance teams a live view of revenue versus execution.

This ensures finance and project teams are always aligned.

Bridging Projects and Operations

In many organisations, employees divide their time between project-related tasks and non-project operational activities. Stand-alone project tools can map resource allocation across multiple projects, but they cannot interact with day-to-day operations.

Tuhund closes this gap:

• Time spent on both project and non-project work is tracked within the same system.

• Payroll, approvals and costing recognise this dual allocation automatically.

• Managers get a complete view of resource utilisation across the organisation, not just within projects.

This ensures that project plans are grounded in operational reality, and operational decisions are informed by project demands.

From Planning to Execution

Because project management is embedded in ERP, the entire lifecycle is covered:

• Planning – Define scope, timelines, resources and budgets.

• Execution – Assign tasks, track progress and manage dependencies.

• Billable Milestones – Align contractual payments with actual progress.

• Cost Control – Monitor live expenses and effort against estimates.

• Delivery & Closure – Capture final reports, approvals and handovers.

• Continuous Learning – Store solutions, lessons learned and cost data for future projects.

Why It Matters

When project management is part of ERP, organisations gain:

• Accuracy – Real data drives schedules, budgets and billing.

• Agility – Adjustments flow across all functions instantly.

• Accountability – Every hour, material and expense is tracked transparently.

• Cash Flow Alignment – Revenue recognition and receivables are tied to project milestones.

• Sustainability – Lessons learned feed back into future planning.

Conclusion

MS Project and Primavera are excellent tools for scheduling, resource allocation and tracking at the project manager level. But they were never intended to integrate into the fabric of an organisation’s operations.

Tuhund bridges that gap by embedding project management into ERP itself. With billable milestones linking execution to revenue, and integrated resource allocation covering both project and operational work, projects in Tuhund are not isolated plans—they are living parts of the organisation’s operations.

Enterprise software buyers are often told they can “have it all” by combining an ERP system with a separate CRM. On paper, this sounds appealing: the ERP handles finance, procurement and operations while the CRM manages leads, opportunities and customer relationships. Vendors promise smooth data flow between the two.

In practice, however, this promise almost never materialises. Integration is either never implemented at all or if it is, the connection is so weak that it delivers very little value. In fact, relying on such integration can sometimes do more harm than good.

This is where Tuhund stands apart. Tuhund is not an ERP with a bolt-on CRM nor a CRM patched into an ERP. It is a truly integrated platform with equal focus on ERP, CRM, HR, Document Management (DMS), Project Management (PM) and more. This strong integration makes a decisive difference.

The Problem With Typical ERP–CRM Integration

1. Integration Often Stays on Paper

Many organisations buy into the ERP–CRM combo but never actually complete the integration. Technical complexity, high costs and shifting priorities mean the project stalls, leaving them with two disconnected systems.

2. Superficial Connections

Even when integration is attempted, it usually means syncing a handful of fields — customer name, contact details, maybe order IDs. The deeper context of transactions, documents, approvals and communications is lost.

3. Data Silos Persist

A CRM entry for an opportunity may never translate properly into an ERP sales order. Finance may not see what sales has promised. Sales may not know if a customer has overdue payments. The so-called integration leaves the organisation still working in silos.

4. False Confidence, Real Damage

Perhaps the most dangerous aspect is that users assume the systems are in sync. They make decisions based on incomplete or outdated information. Promises are made to customers without visibility into stock, capacity or receivables — creating friction and even financial losses.

Real-World Scenarios of Weak Integration

Scenario 1: Double Billing and Embarrassed Apologies

A sales team closes an order in the CRM and assumes it has synced to ERP. Finance does not see it, so when the invoice is raised separately in ERP the system does not link it to the CRM deal. The customer ends up receiving two invoices for the same order. Sales then has to call the customer with an embarrassed apology.

Scenario 2: Stock Promises That Cannot Be Kept

A salesperson checks the CRM and sees that a product is marked as available. They confirm delivery to the client. Unfortunately, the ERP has the actual stock information — and the item is out of stock. The order goes into backlog, damaging trust with the customer and forcing the company to expedite costly shipments.

Scenario 3: Projects Running Blind

A services company uses CRM to manage opportunities and ERP for billing. A large contract is signed, but because the project management module is not integrated, delivery teams do not see the full scope. Tasks are assigned late, deadlines are missed, and billing milestones slip. What looked like a smooth handover on paper results in operational chaos.

Scenario 4: Finance Left in the Dark

CRM users close deals aggressively at month end to meet targets. Management celebrates, but finance in ERP sees no matching orders or invoices. Cash flow planning is distorted because what CRM shows as “closed” has not yet translated into billable revenue in ERP.

These are not isolated incidents. They are the direct result of weak integration, and they show why separate ERP and CRM systems often fail businesses.

Why Integration Matters More Than Ever

In today’s business environment no department operates in isolation:

• Sales commitments affect production planning and procurement

• Project progress determines billing and cash flow

• HR availability impacts delivery schedules and customer satisfaction

• Finance needs real-time visibility across all functions to ensure compliance and cash management

When ERP and CRM are separated, even the best integrations cannot achieve the seamless flow of information that modern organisations need to compete.

The Tuhund Approach: Integration by Design

Unlike systems that try to glue ERP and CRM together, Tuhund was designed from the ground up as a holistic platform. ERP, CRM, HR, DMS, PM and other modules are equally strong and tightly connected.

1. ERP + CRM as One

From opportunity to quotation to order to invoice to payment — the flow is continuous. There is no duplication, no syncing and no risk of mismatched records.

2. Depth in Every Module

CRM is not an afterthought. It offers lead tracking, opportunity management, activity scheduling and customer history — fully integrated with the operational backbone of ERP.

3. HR, Projects and DMS Included

• HR data such as employee availability connects directly to project and service planning

• Document Management ensures that proposals, contracts and compliance records travel with the transaction

• Project Management links tasks, costs, timesheets and billing seamlessly

4. One Record of Truth

Every department works on the same dataset. Update a customer’s credit terms and sales, finance and service all see it instantly. This eliminates confusion and strengthens decision making.

The Benefits of Strong Integration

1. Faster Decisions – Management sees the whole picture at once: sales pipeline, ongoing projects, receivables, payables and HR availability

2. Greater Accountability – Every entry is traceable across modules. Audit readiness is built in

3. Improved Customer Service – Sales and support teams have access to order history, financial status and project updates at their fingertips

4. Lower IT Burden – No middleware, no duplicate databases, no constant troubleshooting of sync jobs

Conclusion

The idea that an ERP can be bolted to a CRM and magically work as one is a myth. In most cases, the integration is superficial, unreliable and damaging when businesses depend on it.

Tuhund is different. With equal focus on ERP, CRM, HR, DMS, PM and more, it delivers a platform where integration is not an afterthought — it is the foundation. The result is an organisation that truly works as one, powered by a system that truly works as one.

That is the Tuhund difference.

For decades the trial balance has been the cornerstone of accounting checks. In manual books and early accounting software, accountants relied on it to confirm that debit and credit totals matched. If the trial balance tallied, books were considered reliable; if not errors had to be traced manually.

But in today’s world of modern ERP systems like Tuhund, the trial balance has lost its original purpose. That doesn’t mean it has disappeared — Tuhund includes a comprehensive trial balance report with powerful options, filters and drill-downs. The key difference is that in Tuhund, trial balance is not a necessity for accuracy but an additional tool for analysis and comfort.

1. The Historical Role of Trial Balance

In manual accounting or early software:

• Transactions were posted separately into journals and ledgers

• Errors in posting, duplication or omission were common

• A trial balance was essential to detect mismatches before preparing financial statements

It was essentially an error-detection mechanism.

2. Why ERP Changes the Game

ERP is not just an accounting package — it’s an integrated, real-time system. Every financial transaction in Tuhund is recorded with dual-entry logic built-in, ensuring balance at the moment of posting.

• No possibility of mismatch: Debit and credit sides are auto-validated

• Real-time updates: Ledgers, sub-ledgers and reports update instantly as entries are saved

• Drill-down capability: Instead of just seeing totals you can click and trace back to the exact voucher or invoice

This means the trial balance is no longer mandatory for error-checking but it is still available as a useful report for accountants.

3. Trial Balance in Tuhund

Unlike static trial balances in legacy systems, Tuhund offers a dynamic and flexible trial balance report:

• Multiple filters and options to focus on specific accounts, periods or entities

• Date-based generation — you can view trial balance as on any date or range, not just at month-end

• Drill-down support — you can expand any balance down to the ledger and even to the transaction level

• Export-ready — perfect for auditors, consultants or external reporting

In short, Tuhund keeps the trial balance available but enhances it far beyond the old limited versions.

4. From Error Detection to Error Prevention

Old systems needed a trial balance to detect errors after posting.
Tuhund prevents errors at source by:

• Enforcing accounting rules

• Restricting incomplete or unbalanced entries

• Validating transaction integrity automatically

So while the trial balance is there — with more features than ever — you rarely need it to check accuracy.

5. Conclusion

The trial balance was essential in an era of manual errors and disconnected ledgers. In a modern ERP like Tuhund, it’s redundant as a control mechanism but remains a powerful report for analysis, compliance and comfort.

With Tuhund you get the best of both worlds:

• Real-time error-proof accounting where balances are always right

• Trial balance with rich filters and drill-downs for accountants who prefer it

• Transparency and traceability where every figure can be tracked down to the source transaction

That’s why Tuhund customers enjoy peace of mind: the numbers are always correct — and they can still generate a trial balance anytime they want.

There is a common but deeply flawed belief in business that the selling price of a stock item should be based on its cost price. While this may appear logical at first glance—after all, one must recover what was spent—it is often a dangerous approach that leads to lost opportunities and, in many cases, actual losses.

The reality of the market is very different. Products that could be sold at higher prices are often sold at lower ones simply because they were procured cheaply. Businesses leave money on the table because their pricing model is tied to historical costs instead of real market value. Conversely, products purchased at higher costs cannot be sold at inflated prices just to maintain a margin—the market dictates what customers are willing to pay and they will not entertain unjustified premiums.

Cost-Based Pricing Works—But Only Before You Buy

Cost-based pricing has a role, but it belongs in the procurement stage, not the sales stage. When planning to buy stock, the selling price acts as the starting point. The business determines what price the market will bear, factors in the cost of sales, operational overheads, required margin and risk buffer and then calculates the maximum acceptable purchase price.

For instance, if a product can reasonably be sold at $100 and the business wants to maintain a healthy profit margin while covering all associated costs, it might determine that it cannot pay more than $70 for that product. The focus then shifts to sourcing or negotiating procurement below this threshold. This is a proactive and strategic pricing model.

Once Purchased, Stock Is an Asset—Not Money

After the stock has been purchased, its cost is no longer a controlling factor in pricing decisions. The money is already spent. That stock is now an asset, not liquid capital and its cost becomes a sunk cost. In management accounting, what matters is not what was paid, but what the product is worth now—its current market value, how soon it can be sold and what profit it can generate.

Financial accounting might still record inventory at purchase cost or lower of cost and net realisable value (NRV), depending on applicable accounting standards. But for management decision-making, cost price is largely irrelevant, except perhaps for post-mortem analyses and continuous improvement in procurement strategy.

Don’t Ignore Holding and Finance Costs

Another often-overlooked aspect is the cost of holding inventory—both in terms of storage and finance. These costs exist even if you haven’t taken a loan to buy stock. Capital has an opportunity cost. Funds tied up in inventory could have been invested elsewhere. Every additional day that inventory sits unsold incurs a hidden cost and this must be factored into your pricing and turnover strategies.

Dynamic Pricing Based on Market Demand

In an ideal business environment, prices should never be static. Just as demand fluctuates, so should pricing. Dynamic pricing is the strategy of adjusting selling prices in real time—or near real time—based on current market conditions, competitor pricing, stock levels, seasonality and buyer behaviour.

This is particularly important in inventory-heavy businesses. Products sitting in the warehouse are not static in value. Market demand may rise, creating an opportunity to increase selling prices and boost margins. Conversely, if demand drops, prices may need to be lowered to encourage faster movement and avoid accumulation of dead stock.

Factors That Drive Dynamic Pricing:

• Demand-Supply Gap

• Competitor Pricing

• Shelf Life or Obsolescence

• Customer Segments and Behaviour

• Stock Levels

To implement dynamic pricing effectively, businesses need real-time visibility into stock, sales velocity, procurement timelines and market signals. Manual pricing updates are rarely fast or accurate enough. This is where ERP systems like Tuhund offer a decisive advantage. With intelligent pricing engines, real-time dashboards and automated rule-based pricing algorithms, Tuhund enables businesses to continuously adapt to market changes.

Leveraging Tuhund for Competitor Analysis and Lost Opportunity Insights

Dynamic pricing becomes far more powerful when it is informed not only by internal data, but also by external market realities—especially competitor behaviour. This is where Tuhund's Competitor Analysis Module plays a transformative role.

Tuhund allows businesses to track and analyse every lost opportunity—not just mark it as closed or failed and move on. Opportunities can be marked as lost at any stage of the sales cycle, though it most often happens during the quotation phase. Sales teams are encouraged to go beyond just recording lost deals—they are expected to document the reason, the competitor who won the business and what pricing or offering they beat you on.

Over time, this builds a powerful dataset that provides actionable insights:

• How much business are you losing?

• Who are you losing it to—and why?

• Which product categories or customer segments are most vulnerable?

These insights feed directly into procurement and pricing strategies, allowing businesses to reposition or pull back where needed and double down on areas of strength.

Knowing When to Let Go: Strategic Product and Customer Deselection

Not all products are worth selling—and not all customers are worth keeping.

This may sound counterintuitive, but in many cases, businesses hold on to unprofitable product lines or difficult customer accounts out of habit or fear of losing volume. Without clear data, such decisions are emotional and reactive.

Tuhund changes that.

Tuhund provides clear visibility into the actual worth of a customer, factoring in not just tangible costs like discounts and credit terms, but also intangible ones—most importantly, the cost of time.

Every activity carried out by your team—whether it’s sales calls, follow-ups, site visits, support tickets, or post-sales service—is automatically logged and costed. Tuhund tracks the actual time spent by every person involved and assigns a cost to those hours. It also distributes overheads proportionately and feeds this into true customer profitability calculations.

This is where the Claims Module becomes especially critical. It captures warranty claims, return requests, rework, and exceptions, all of which impact the cost-to-serve.

Tuhund also allows you to:

• Rank customers based on behaviour and performance, not just revenue

• Tag and track individual stakeholders within each customer organisation

• Record and analyse qualitative insights (such as ease of doing business, responsiveness, cooperation)

With this level of intelligence, you can make informed decisions about which customers to prioritise, which ones to nurture and—when needed—which ones to let go of.

Sometimes, the most profitable decision you can make is to lose a customer who drains resources, erodes margins and distracts from better opportunities. Tuhund gives you the confidence to make those bold moves—not based on gut instinct, but grounded in data.

Conclusion: Price to Win, Not to Recover

Relying on cost-based pricing is like driving with your eyes fixed on the rear-view mirror—it blinds you to what lies ahead. In today’s competitive and dynamic markets, the selling price must be guided by market demand, value perception and strategic priorities, not just procurement history.

Once stock is purchased, the money spent becomes irrelevant. What matters is how much value that asset holds now and how it can be best monetised. Pricing decisions must be dynamic, data-driven and aligned with broader business goals—not rigidly tied to spreadsheets or habits.

With the right system in place, like Tuhund, businesses gain the visibility and intelligence they need to:

• Set prices dynamically based on real-time conditions

• Understand and track competitor behaviour

• Analyse lost opportunities with precision

• Know when to exit product lines or even walk away from unprofitable customers

• Make bold, informed decisions that improve profitability and strategic focus

Ultimately, smart pricing is not about covering cost—it's about maximising value. And that requires insight, not instinct.

What Is Tuhund LLM?

Tuhund LLM is an AI-powered assistant embedded within the Tuhund ERP ecosystem. It uses a private, domain-tuned Large Language Model (LLM) to bring intelligence, automation and natural language interaction to enterprise operations — helping users work smarter and faster, without compromising on security.

Unlike general-purpose AI models, Tuhund LLM is fine-tuned to understand ERP processes, financial logic, manufacturing workflows, sales pipelines, logistics terminology and more. It's built to serve real business users, not just developers.

What Does It Do?

• Query Understanding: Understands natural language queries about transactions, documents, inventory, sales and finance.
• Document Summarisation & Extraction: Summarises documents and extracts key data points and actions.
• Email Integration: Reads and processes incoming emails, suggesting next steps or generating responses.
• Smart Reports & Insights: Interprets reports and delivers insights in plain language.
• Workflow Assistant: Allows task execution via simple instructions such as “Create delivery challan for XYZ.”

Who Is It For?

• Business owners and decision-makers
• Sales, purchase and logistics teams
• Customer service representatives
• Operations and finance managers
• ERP administrators and IT teams

Privacy & Security by Design

Deployment Isolation

Each deployment runs its own instance of Tuhund LLM with no shared model or data. This ensures absolute privacy and security.

No Cloud Dependency

All processing happens locally or within your private infrastructure. No data is shared with external or public cloud services.

Private Fine-Tuning

Fine-tuning, if any, is done only on masked or anonymised data within your secured environment.

What Data Is Shared with the Tuhund LLM Development Team?

• User Queries: Logged into a live monitoring dashboard.
• Partial Responses (Masked): Business-critical data is automatically masked.

What Is Masked?

Figures, dates, item codes, document numbers, customer names and similar fields are replaced with placeholders such as XXX or ***.

Why Data Is Collected

For improving model accuracy, prompt handling and user experience — all within strict security boundaries.

What Is Not Shared

No transactional data, PII, or full conversational logs are shared. Business privacy is fully preserved.

Advanced Monitoring and Analytics

• Real-time query tracking
• Prompt quality scoring
• Failure/hallucination detection
• Usage heatmaps
• Response latency analytics

Only masked metadata is used. ERP data is never accessed or exposed.

Is Tuhund LLM Free?

No. Tuhund LLM is a high-performance system that requires significant computational resources. It is a paid feature for the following reasons:

• LLMs require advanced hardware and memory.
• Infrastructure must scale from 2x to 10x for full-strength LLM usage.
• Base ERP performance must not be compromised.
• The LLM is a self-funded project; a portion of revenue supports R&D and continuity.

This cost is essential for providing long-term AI capability in business operations.

Opt-Out Option for Customers

Customers have full control. You may:

• Completely disable LLM and all AI functionality.
• Enable specific AI features while disabling others.
• Continue using full Tuhund ERP functionality with no degradation.

How Is Tuhund LLM Different from Ruaa?

Ruaa is a standalone automation bot built into Tuhund ERP. It handles routine tasks such as sending reports, alerts, and notifications. While it does use a Large Language Model (LLM) for specific tasks, its core functionality is largely rule-based and does not rely on deep inference.

Tuhund LLM, on the other hand, is a full-fledged AI assistant that interacts through natural language, understands complex queries, and generates intelligent responses and actions. It operates at a much deeper level of cognition and reasoning compared to Ruaa.

Ruaa is available in all Tuhund deployments by default. Tuhund LLM is an optional, high-performance enhancement designed for users who want a more powerful and conversational AI experience.

Tuhund LLM brings intelligence to your ERP — privately, securely and responsibly.

Future-proof your business with real-time insights, automation and AI-driven decision support.

Accurate inventory management and accounting compliance through structured ERP classification

Inventory plays a critical role in every product-driven business — not just operationally, but also financially. Mismanagement of stock can lead to inaccurate reporting, operational bottlenecks, and even legal consequences related to tax and compliance.

Tuhund, a comprehensive enterprise ERP system, approaches inventory management with a structured and intelligent classification system. At a high level, Tuhund divides inventory into two primary categories: Actual Stock and Booked Stock. This classification not only supports operational efficiency but also ensures strict adherence to accounting best practices and legal obligations, including income tax compliance and global financial standards like IFRS and GAAP.

Actual Stock: Physical Inventory On Hand

Actual Stock refers to the inventory physically available in your organisation's warehouses. This includes items that are not yet committed to any job, order, or internal use — and are thus available for immediate sale, transfer, or consumption.

In Tuhund, this stock is reflected as part of your available inventory and can be used freely for:

• Sales orders
• Production processes
• Internal issues
• Inter-warehouse transfers

Booked Stock: Inventory That Is Reserved or Committed

Booked Stock represents inventory that is still physically present (or legally under your ownership) but has already been reserved or committed for a particular purpose. It is not considered available for general use or sale.

This includes stock:

• Sent on demo or approval without invoice
• Sent on delivery note, pending conversion to invoice
• Allocated for production or manufacturing orders
• Allocated for service operations
• Reserved for indent orders or custom packaging

Not All Booked Stock Requires Manual Release

While booked stock is typically locked from general sale or usage, not all of it needs to be manually released before it is acted upon. Tuhund intelligently handles multiple scenarios:

1. Stock sent on delivery note for sale - does not require manual deallocation; it can be directly invoiced, and the system transitions it from booked to sold automatically.
2. Stock allocated for internal purposes - such as production, service tasks, testing, or R&D - does not need to be released manually. Instead, it is directly consumed as part of a valid process.

In these cases, the system treats the stock as written off through consumption, ensuring that the value is removed from inventory appropriately and booked as production cost, service cost, or any other relevant expense head.

Only in cases where the booked stock is no longer needed or is being repurposed for sale must it be manually released and returned to available stock.

Financial Treatment and Compliance with International Standards

In Tuhund, the financial value of inventory is calculated as:

Actual Stock + Booked Stock

This total is recognised as a current asset on the balance sheet and aligns with international accounting standards:

IFRS (International Financial Reporting Standards)

According to IFRS IAS 2 (Inventories):

"Inventories shall be measured at the lower of cost and net realisable value. Inventories include assets held for sale, in production, or in the form of materials to be consumed."

Tuhund ensures that even unbilled or demo stock is recognised as an asset in compliance with IFRS.

GAAP (Generally Accepted Accounting Principles)

Under US GAAP, inventory remains on the books until the risks and rewards of ownership transfer (typically at the point of sale). Premature removal of such stock can constitute fraudulent reporting.

Tax Compliance — Especially Income Tax

Incorrectly removing booked stock from your books before it's invoiced or consumed results in:

• Inflated Cost of Goods Sold (COGS)
• Understated closing stock
• Reduced net profit
• Illegal reduction of taxable income

This is considered income tax evasion and can lead to penalties and legal action.

Tuhund ensures that the financial value of all inventory is maintained correctly until it is invoiced, consumed, or written off — fully complying with income tax laws.

Context-Specific Visibility in Tuhund

Tuhund dynamically adjusts what stock values are visible based on user role and module:

Built-in Controls for Stock Integrity

Tuhund enforces control over stock movements. Booked stock cannot be used or sold unless:

• It is manually released
• It is invoiced automatically (in the case of delivery notes)
• It is consumed internally in a valid operational flow

This ensures that physical stock, system records, and financial values always remain aligned.

Summary

Tuhund's stock classification system is designed for operational clarity, financial precision, and full legal compliance. By classifying inventory as Actual and Booked, and maintaining financial value until proper disposition, it ensures:

• Real-time stock visibility
• Accurate financial statements
• Compliance with IFRS, GAAP, and Income Tax regulations
• Audit-ready, transparent reporting

In short, Tuhund provides the flexibility businesses need, backed by the control that regulators demand.

ERP implementation challenges often begin at the top. Here's why leadership matters more than most realise.

Leadership That's Missing in Action

Sometimes, the problem lies in a lack of leadership. Other times, it's simply a lack of interest. In some cases, the business owner or top executive is completely absent throughout the process. That does not work.

Even if owners or executives are not able to participate in every meeting or make every decision, they still need to demonstrate active involvement. Their presence — whether through periodic reviews, timely approvals or just being visibly informed — sets the tone for the entire project.

ERP implementation is not an isolated IT activity. It is a business transformation exercise that impacts every department and every process. Without consistent leadership from the top, the implementation quickly loses direction, momentum and accountability.

ERP Implementation is Expensive — Also for the Partner

What many business owners also fail to understand is that ERP implementation is a significant financial commitment for the implementation partner too. It involves deploying highly skilled professionals, often full-time, for extended periods. These professionals are well-paid and rightly so — the industry runs on expertise not volume.

Implementation partners are expected to deliver results, maintain teams, offer support and meet tight deadlines — all while managing their own operational costs. Salaries, taxes and vendor payments do not wait. When clients delay payments or treat them casually, it directly affects the partner's ability to deliver.

What's often ignored is the opportunity cost. Every resource assigned to a project is a resource that could have been working on another client or opportunity — one that might be more profitable, timely or professionally rewarding. When a project suffers from indecision, delay or financial neglect, the partner is not just absorbing the direct cost — they are also sacrificing business they could have otherwise taken.

Cash flow in the IT services industry is critical. When delays become habitual, implementation partners are forced to shift their attention to clients who respect commercial terms and pay on time. That's not neglect — it's simple survival.

Endless Discussions Don't Replace Progress

Another common issue is the tendency for some stakeholders to get trapped in repetitive, circular discussions. Instead of making decisions and moving forward, they go over the same topics repeatedly — often in different words but with no new insights.

It's as if the project team has no other responsibility than to sit endlessly in meetings. In reality, time is money, especially in ERP projects. Prolonged indecision and unnecessary debate stall progress, drain morale and inflate costs.

Clarity and decisiveness are far more valuable than constant re-analysis. At some point, discussion must give way to action.

It's Never "Just One Line of Code"

There's also a common misconception that any requested change is a "simple thing" — often dismissed as just a line of code. In reality, what appears small may require architectural changes that ripple through multiple layers of the system, often involving several teams.

ERP systems are massive, integrated platforms built on tens of millions of lines of code. Even minor-seeming changes may demand impact analysis, design revisions, development, testing and documentation — across modules and environments.

This isn't bureaucracy. It's discipline — and it exists to protect the stability and reliability of the system.

When Even the Client Doesn't Know What They Want

One of the most frustrating situations occurs when clients themselves aren't clear about what they want. Instead of providing specific requirements or goals, they say things like, "You go ahead and do something — we'll see how it looks."

This trial-and-error mindset is expensive and unproductive. ERP is not graphic design. You don't build enterprise processes by throwing guesses at the system and adjusting later.

Without clarity, every change becomes guesswork — and every revision is wasted effort. If the business doesn't know what it wants, it cannot expect the ERP partner to figure it out for them.

Mutual Commitment is the Key

For an ERP project to succeed, both parties must honour their commitments. Just as the partner must bring technical excellence, proactive support and domain expertise, the client must bring strong leadership, timely decisions, clear direction and financial discipline.

ERP is not just software. It's a partnership, a process and a promise to transform how a business runs. And like any partnership, it only works when both sides do their part.

The Hidden Saboteurs of ERP Projects: Who They Are and How to Handle Them

Insights from real-world ERP rollouts and lessons learned from Tuhund implementations

ERP implementations are among the most ambitious and transformative projects an organisation can undertake. They promise integration, transparency and efficiency—but they also threaten the status quo. And wherever change disrupts comfort, resistance is inevitable.

In almost every ERP rollout, there exists a small but powerful group of stakeholders who, knowingly or unknowingly, work against the success of the project. These are not always obvious villains; in fact, many hold respectable titles and deep institutional knowledge. Yet their behaviour poses one of the greatest risks to ERP success.

In this article, we explore who these hidden saboteurs are, why they resist and what project leaders can do to mitigate their influence—drawing from real-world ERP implementation experience, particularly with Tuhund.

Who Are the Hidden Saboteurs in ERP Projects?

ERP systems impact the entire organisation—from top-floor strategy to shop-floor operations. That’s precisely why resistance can come from any level.

1. Department Heads Guarding Their Turf

ERP systems centralise processes and reduce informal power structures. Department heads who once controlled data flow or approvals may fear losing influence.

2. Champions of Legacy Systems

Often long-serving employees who helped build or customise the previous system. For them, ERP is not just a technical change—it’s personal.

3. IT Personnel Feeling Threatened

Paradoxically, some IT teams resist ERP, especially when the new system is cloud-based or externally managed. The fear of becoming redundant or less critical can fuel obstruction.

4. Informal Influencers and Power Brokers

These are not always in leadership roles but are trusted voices within teams. Their scepticism even in whispers can erode confidence across the organisation.

5. External Consultants with Conflicting Interests

Past vendors or consultants whose influence wanes under the new system may subtly undermine it to keep their relevance or contracts.

6. Frontline Users with Low Tech Confidence

Employees on the ground—sales reps, inventory staff and operators—often fear that ERP will expose their mistakes or make their jobs more complicated.

Real-World Observation: From Opponents to Advocates

At Tuhund, we’ve seen this story play out repeatedly: senior executives who initially resisted the system tooth and nail—arguing, blocking, delaying—later became some of our strongest advocates.

Over time, as they began to understand the system and experience its value, the fear faded. In many cases, they not only embraced Tuhund but insisted on implementing it again when they moved to new companies or even started their own ventures.

This transition from resistance to advocacy is one of the clearest indicators that objections are often rooted not in logic, but in fear of change, fear of exposure or simple unfamiliarity.

A Curious Pattern: Resistance from Smaller CAs

Another consistent trend we’ve noticed is related to Chartered Accountants. When a customer's CA is established or possesses a high degree of expertise, ERP implementation usually proceeds with minimal friction. These professionals understand the value of system-driven processes and financial discipline.

However, resistance tends to increase significantly when the CA is less experienced or operates in a more informal, traditional manner. In such cases, objections often stem from misconceptions about how ERP “takes away control” or imposes unwanted structure.

Understanding this pattern allows project teams to better prepare for objections, offer targeted education and approach implementation with empathy and clarity.

How Do They Sabotage ERP Projects?

Not all sabotage is overt. In fact, the most dangerous kind is quiet, persistent and plausibly deniable.

• Delaying data finalisation (product codes, ledgers, master tables)
• Missing training sessions or refusing to participate in UAT
• Introducing endless “special cases” to derail standardisation
• Insisting on outdated reports or processes
• Spreading doubt by misrepresenting system capabilities
• Demanding unreasonable customisations that increase cost and complexity

Why Do They Resist?

At the heart of resistance lies fear and self-preservation. Understanding these motivations is key to managing them.

How to Handle ERP Saboteurs (Without Creating More)

Dealing with resistant stakeholders requires strategy, not confrontation. Here are some ERP-specific methods that help neutralise resistance:

1. Identify Power Beyond Titles – Go beyond the org chart. Find out who influences opinions and controls processes informally.
2. Appoint Departmental Champions – Assign functional leaders who co-own the project. Their endorsement carries more weight than mandates.
3. Tailor the Messaging – Speak the language of each function: finance (compliance), sales (speed), operations (efficiency).
4. Showcase Quick Wins – Pilot in low-resistance areas. Highlight time saved or process improvements early.
5. Co-create Solutions with the Critics – Involving saboteurs in design often turns them into supporters.
6. Set Boundaries Around Shadow Systems – Disallow parallel spreadsheets and legacy tools during rollout.
7. Document Everything – Maintain a clear record of all decisions, delays and escalations.
8. Focus on Emotional Readiness – Use scenario-based training to build confidence and reduce fear.

Final Word: ERP Is a Mirror, Not Just a System

ERP implementations don't just change the way organisations work. They reveal how things have really been working all along. That mirror can be uncomfortable for those used to operating in silos, secrecy or manual control.

The good news? Many of those who initially resist most strongly end up becoming the ERP’s greatest advocates—once they see the value and let go of unfounded fears.

And that's the true mark of a successful implementation: not just a working system, but a changed mindset.

How Secure is Tuhund?

Tuhund is built with a robust, multi-layered security architecture that incorporates the latest industry standards and best practices. From secure code development to encrypted communication, and from fine-grained access control to continuous monitoring, Tuhund is designed to protect your organization’s data at every level. Key features include:

• Security group–based access control: Tuhund uses a sophisticated system of security groups that define permissions at a granular level. While they can function like traditional roles, security groups go much further by allowing dynamic, context-aware access rules tailored to specific business functions, data scopes, or combinations of both.

• Audit trails and logs: Every action performed by a user is tracked and time-stamped, allowing for full traceability and accountability.

• Data encryption: All data, both at rest and in transit, is encrypted using modern cryptographic standards like AES and TLS.

• Session management: Inactive sessions are automatically logged out, reducing risk from unattended systems or devices.

• System-driven alerts: Unusual patterns such as repeated login failures, off-hour access, or irregular usage of sensitive functions automatically trigger system alerts.

• AI-based trend monitoring: Tuhund continuously learns from system activity using artificial intelligence to detect anomalies—such as unexpected behavior from specific users, locations, or modules—often before issues become critical.

• Two-factor authentication (2FA) (available optionally): Adds an extra layer of protection, especially for administrative or sensitive access.

In addition to standard encryption protocols, Tuhund employs a custom-developed, proprietary encryption mechanism for internal communication between its servers, deployments, and connected applications. This method is unique to Tuhund and is not publicly documented or used outside the system. As a result, even if communication is intercepted, it is effectively undecipherable to outsiders. The obscurity of the protocol, combined with its robust design, makes it virtually immune to external decryption attempts, offering a level of confidentiality and protection that standard encryption alone cannot achieve.

Together, these features form a tightly integrated security environment that is proactive, adaptable, and highly resistant to intrusion or misuse.

What Can Still Go Wrong

Despite Tuhund’s advanced internal safeguards, the biggest vulnerability is still human behavior. Weak passwords, shared credentials, or improper usage can compromise even the most secure system.

The Importance of Strong, Unique User Accounts

Every individual must have their own dedicated Tuhund user account. This is absolutely essential and non-negotiable. Here's why:

1. Accountability and traceability: Tuhund logs every user action. If accounts are shared, there is no way to determine who actually performed a task or made a change.

2. Granular permissions: With security group–based access control, permissions are finely tuned for each user or user type. Sharing an account bypasses this structure and opens up unnecessary access.

3. Compliance and audit: Regulatory and legal standards require that every transaction and approval is traceable to a specific user. Shared accounts render your organization non-compliant and exposed.

Password Hygiene is Critical

A secure system is only as secure as the passwords guarding it. Even the most advanced security mechanisms are powerless against careless user behavior. To protect your account and the organization:

• Use a strong password: At least 12 characters long, mixing uppercase, lowercase, numbers, and special characters.

• Never share your password: Not with a colleague, manager, or IT administrator. No one.

• Do not reuse passwords: Avoid using the same password across multiple platforms or services.

• Do not store passwords in plain text: Whether in emails, spreadsheets, or notes.

• Change your password regularly, especially if you suspect it may have been compromised.

• Enable 2FA where possible to add an additional protection layer.

In Summary

Tuhund is a highly secure platform powered by advanced security group–based access control, continuous AI-driven monitoring, and full traceability. But no system can defend against poor user habits.

To uphold security:

• Every user must have a separate individual account.

• Passwords must be strong and confidential.

• Sharing of accounts or credentials is strictly prohibited.

• Security hygiene must be practiced by all users at all times.

Security is a shared responsibility. When users follow best practices, Tuhund’s deep-rooted security architecture can function at full strength—keeping your business protected, reliable, and audit-ready.

If you're seeing a message like:

"Login denied: Location permission not granted in your browser."

it means your login attempt was blocked because location access is required — based on your company’s security policy configured in Tuhund.

In this post, we’ll explain why this happens, how it works, and what other security mechanisms are working alongside it to protect your organization.

Why Location-Based Login?

Tuhund supports location verification at login as an optional feature that your system administrator can enable or disable based on your organization's security policies. This feature is managed through security groups, and may apply only to specific departments, users, or employee types.

When enabled, users must allow location access in their browser or phone to successfully log in.

Does Tuhund Record My Location?

Yes — but only if you are an employee.

• ✅ For employees: Tuhund does record and store exact location data at login and for each and every task that you perform in Tuhund, including simply browsing. This data helps organizations maintain audit trails, enforce compliance, and secure sensitive activities.

• ❌ For external users (customers, vendors, etc.): Tuhund does not store location information. It is used momentarily to authorize the session and then discarded.

What If I'm Not Comfortable Sharing My Location?

If you're an employee and are concerned about location tracking:

• This is a company-level policy, not something controlled by Tuhund.

• Please raise the concern with your HR team or management.

• Tuhund merely provides the tools; how they are configured is entirely up to your organization.

Other Security Features in Tuhund

Location-based login is just one part of Tuhund’s multi-layered security framework. Other advanced features may also be enabled based on your company’s policy, including:

• ✅ IP Whitelisting: Allowing access only from authorized networks or offices.

• ✅ Two-Factor Authentication (2FA): Requiring a second factor like an OTP or authenticator app at login.

• ✅ System-Based Locking: Restricting access to pre-registered devices or systems.

These features help companies enforce fine-grained control over who can access what — and from where.

AI-Powered Monitoring

Tuhund uses AI to monitor user activity and behavioral trends continuously. This includes:

• Pattern recognition across login times, devices, and locations

• Detection of unusual behavior or access anomalies

• Automated alerting and escalation of potential security threats

This helps organizations detect risks early — often before human users even notice them.

How to Enable Location Access

On Desktop

Chrome:

1. Click the 🔒 padlock icon next to the URL.

2. Go to "Permissions" > Location, and choose Allow.

3. Refresh and log in again.

Firefox / Edge / Safari:

• Go to site settings and allow location access for the page.

On Mobile

Android (Chrome):

• Settings → Apps → Chrome → Permissions → Location → Allow only while using the app

iOS (Safari/Chrome):

• Settings → [Browser Name] → Location → While Using the App

❓ Frequently Asked Questions

Q: Can I log in without allowing location access?
A: Only if your security group does not require it. If location is required, access is denied until permission is granted.

Q: Is my location tracked every time I use Tuhund?
A: Only at login, and only if you are an employee. External users’ location data is not stored.

Q: Can I use a VPN?
A: VPNs may affect location detection. Disable it if login fails due to location errors.

Q: Who sets these policies?
A: All security settings — including location-based login — are configured by your system administrator based on your company’s policy, not by Tuhund.

Conclusion

Tuhund is designed with enterprise-grade security at its core. Features like location-based login, IP restrictions, device locking, and two-factor authentication work together to protect your data and your operations.

Combined with AI-driven activity monitoring, Tuhund helps your organization stay one step ahead of security risks — without adding friction to the user experience.

If you have concerns about any of these policies, we recommend reaching out to your HR or IT administrator. Tuhund provides the capabilities, but how they are used is entirely up to your organization.

For help enabling location access or resolving login issues, please refer to the steps above or contact support.

Ruaa is an artificial intelligence program that runs within Tuhund deployments. Ruaa automates most of the recurring operational work. It automatically communicates with outside world, mostly intercommunication between different Tuhund deployments and other smart systems. Ruaa is also responsible for advanced features of system security, keeping a watch on activity, trends, and abnormal behavior of ERP users. Ruaa scans remote backups to ensure data integrity. Ruaa monitors hard disk health and space, server temperature, bandwidth usage, memory usage, connectivity, processes and connections. Ruaa controls schedulers, mailers and alerts. Ruaa auto creates crisis alerts and escalates issues according to the severity and status. 

Ruaa has been an integral part of Tuhund ERP right from 2011, when artificial intelligence was still a developing concept. It is Ruaa that enables small compact teams to do the same amount of work as large organizations in their competition. In a nutshell, Ruaa is the "near human" brain inside Tuhund and it keeps working silently 24/7.

Very similar to automatic re-ordering of stock items triggered by stock levels, there are expenses that are triggered on specific dates. These are recurring expenses or periodic expenses. Recurring expenses fall under several categories based on fixed or variable amounts and availability or non availability of invoice numbers, etc. Scheduled Expenses module in Tuhund ERP lets you automate entry of these expenses, auto-completed till a predefined stage. This stage varies from case to case. There are specific reasons why every entry cannot be completed end to end and the primary reason is that for certain expenses amounts vary for every period, while for most, at least invoice number has to be entered manually after receiving invoice from the vendor or service provider.

Available options for selecting the stage till which Tuhund AI Demon should automatically process each purchase invoice against expense are as follows:

1. Create as New and leave unsaved
2. Create and send for approval
3. Create pre-approved but do not auto-submit for accounting
4. Create pre-approved and auto-submit for accounting
5. Create and insert to books. Leave for accounting approval
6. Create and post to books of accounts
7. Create, complete and close (Fully Automatic Mode)

Examples of Scheduled Expenses in Tuhund ERP

Example 1 : Rent. For our example let us assume that landlord does not provide any receipt. Rent is accounted on the last day of every month, rent amount is fixed till there is an increment and a TDS (tax deducted at source) is applied at the rate of 10%. This process can be automated from end to end without manual intervention. Every month, on the last day of the month, Tuhund AI Demon will automatically create the purchase invoice for the rent expense entry. It will approve it leaving a comment why it is approving. It will post the invoice to the books of accounts as pre-approved transaction and it will close the record as completed and verified. Once you have created the schedule, you do not need to manually touch the system for this expense again, till there is a change. System will credit rent amount less TDS to the vendor (which is your landlord in this case) along with the entry of payable date. It will credit TDS to the relevant TDS ledger depending on the TDS policy, which by default is to create a separate TDS account for every Vendor. For countries, where there is no TDS or withhold tax concept, please ignore the TDS part.

Example 2 : Internet bill. For our example we assume we receive one bill every quarter before start of the quarter. Amount is fixed and so is the date. The only variable here is the invoice number. In such a case we will create a schedule entry to create the record till “Create pre-approved and auto-submit for accounting” stage. Tuhund AI Demon will create the record, approve it and send it to accounts for further processing. This will show the record to accounting staff as incomplete transaction. To complete this transaction they will just need to enter the invoice number and save. It is a single step short of auto-complete. System will auto-complete the process once again after invoice number has been entered.

Example 3 : Electric bill. We receive electric bill every month, but all parameters (amount, date, invoice number, due date) are variable. Sometimes meter reading is taken on 1st, sometimes on 2nd and very rarely, but sometimes on 3rd. In this case, it might look like manual entry makes more sense, but that is not the case. We have several knows in this case too. We know that there is an expense (electric bill) every month and we know the vendor. We will create a schedule to just create the record in un-saved status. The advantage is that we will never miss this entry. This unsaved record will show as pending till other data is not entered and record is not saved. Once saved, it will work like any other purchase invoice and that is as per other rules set. 

Scheduled Expenses is one of the modules in Tuhund that cuts down non-value adding work freeing up resources who can be used for more productive work. 

Auto-close and Auto-expire, are two separate system triggered functions available in Tuhund. Auto-close closes the inquiry as completed when a related record like quotation, proforma invoice or commercial invoice passes through a specified stage. On the other hand, Auto-expire is a time controlled function that closes as inquiry as lost opportunity if and when an inquiry stays open beyond a specified duration of time without a transition in status. Both these functions together ensure that system is not flooded with too many open inquiries in case processed or lost inquiries are not manually handled by the users. 

Auto-close
Auto-close can be set on Inquiry Type level and same value is applicable to all branches.

Options available are as follows :

• When quotation is sent to the customer
• When quotation is elevated
• When proforma invoice is sent to the customer
• When proforma invoice is elevated
• When commercial invoice or indent order is created
• When commercial invoice is posted to the books of accounts
• When payment against the commercial invoice is realized

Auto-expire
Auto-expire function is more elaborate and has more options. It can be set on branch level individually for each type of Inquiry. You can set time in terms of days in relation to date of inquiry, target closing date of the inquiry or validity date of the last record related to the inquiry, like quotation or proforma invoice. You can also set number of days for advance warning, person who should be warned in addition to persons who are normally in the notification list and the person who should be notified when the inquiry is actually closed. 

In both cases, authorized users will be able to reopen the inquiry if and when needed. 

Two of the important features that make ERP successful are its ability to seamlessly automate as much work as possible and to prevent human mistakes as much as possible. In certain industries, products and services bear a relation and once product is selected, selection of related services become just a decision between yes and no. “Services with products” is the mechanism of establishing these relations in ERP. It makes adding of services a matter of two clicks, saving time as well as preventing mistakes. 

I will explain this with an example and in our example we will consider the case of glass industry. Glass is usually sold in lengths, breadths and number of pieces and is billed by area, say square meter. That means, when you raise a quotation, you usually (not necessarily always) enter length in meter, centimeter or any other unit of length. You enter breadth in any unit of length and you enter number of pieces for each set of dimensions. For example:
0.25 m * 0.50 m * 5 pieces = 0.625 square meter
0.50 m * 0.50 m * 2 pieces = 0.5 square meter
For the material, which is glass, customer will be billed for 1.125 square meter.

For each piece of glass, more often than not, there are services associated. Let us take example of two such services.
1. Tempering
2. Edge Polishing

In case of tempering, choice is simple. You just need to specify if tempering is required or not and for how many pieces. System already knows the dimensions. By default system will populate all 5 pieces for first set and 2 pieces for second, but this can be changed. Customer might not require tempering for all the pieces. System will calculate price based on area.

In case of edge polishing, there is a conversion involved. Unit of edge polishing is linear meter (or any other unit of length.) Therefore, system will give the choice of selecting the sides. Each rectangular piece has four sides, but customer might ask for polishing 1, 2, 3 or all four sides. Once sides are selected, system will automatically calculate linear meter and apply rates. 

This not just makes the work very fast, it reduces chances of mistakes, particularly calculation mistakes.

How is the function of Services with Products enabled in Tuhund ERP?

Firstly this feature has to be turned on as it is off by default. Secondly, for each product category, related services have to be specified. Trust me, it is easier done than said (just reversed easier said than done). To turn it on please go to erp >> admin >> System configuration & settings and under, global sales settings, you will find the option “Enable option of services with product.” Turn that on.

Turning on service with product feature in Tuhund ERP

Once the feature is on, you will see section for “Related Services” within each product category. You can go inside each category and select the related services. At this stage you do not need to enter any other value. 

Adding related services to product category in Tuhund ERP

Where do Services with Products show in ERP?

Services with Products will show in all the records in ERP where they are applicable in view, while adding and while editing. When you add a product in a quotation, proforma invoice or tax invoice, etc, normally ERP will by default take you to the screen where you add next product. Once you are done adding products, you close the dialogue. However, when there are services associated with the products, instead of taking you to the screen to add next product, ERP will first take you to the screen where you can add services for the product. Once you are done adding all required services, ERP will take you to the screen to add next product.

Enter product dimensions and quantity in ERP

Product dimensions and quantity entered in ERP

Select related service to be added for the product in Tuhund ERP

Change service data if required in case service and product have same units

Select sides and make required modifications if needed in case of square meter to linear meter conversion.

If you remove the product on top of which services have been added, ERP will automatically remove all these associated services for that product. 

In case you want to add services with products afterwards, there is a special icon that appears only for those products that have associated services.

Can Services with Products feature be disabled?

Services with Products feature can be temporarily or permanently disabled. You can turn off the option in the admin module that had been turned on to enable it. None of the records created will be touched. The feature will be disabled from there on.

Tuhund has option of setting action reminder on Email. This is quite different and far more superior to snooze function ordinarily available in a few email clients and portals. Snooze function is just to set a time alert to remind for an action at a time in future. Tuhund Reminder on Email on the other hand can be used to set a complete workflow for the actions to be taken. In simpler words, you can set any number of reminders on a single email, you can set instructions for each action and you can also select how you need to be alerted. This can be set on received email as well as sent email. You may even opt for SMS alert for important email.

Tuhund Crisis Management Module is one of the least used modules in Tuhund and less known to customers. This is probably because risk management is not a priority for many. It is quite a strong and a very useful module, if business continuity is your priority.

I have not come across any other ERP that has a Crisis Management Module inbuilt. That could be the reason why many customers are not using it. We intend to promote it in a big way together with several other modules that are unique to Tuhund or at least are not available in common ERP systems.

The purpose of Tuhund Crisis Management Module is to plan and program action in advance for different types of risks so that action is rapid, ordered, controlled and coordinated. Above all, so that response is planned in advance, team is assign and ownership is clearly delegated. Finally, so that major part of the response is automated, saving time and cost and entire process is documented.

Tuhund Crisis Management Module is not enabled by default. If you do not see it, please raise a request to get it turned on. Depending on the type of your Tuhund License it might be free or there might be some extra cost involved.

Where is Tuhund Crisis Management Module in Tuhund ERP?

The entry to Tuhund Crisis Management Module is right through your mail box. This is because, from the management perspective, any risk mitigation is less of work and more of coordination, communication and delegation.

Getting started with Tuhund Crisis Management Module in Tuhund ERP

To get started, you will need to identify various anticipated crisis types and create one record for each type. To create a crisis type, click on the manage button in the crisis alerts screen. You will see this button only if you the rights to manage crisis alerts (Security code ADM012).

Let us take the example of our own company ECS Business Software Solutions. We use a number of dedicated internet leased lines from two service providers, Airtel and TelexAir. Most of these lines are hosting Tuhund deployments of different customers for several countries including India, UAE, KSA, Oman, Tanzania, China, Hong Kong, Bangladesh and Sri Lanka. If a line goes down, at least one customer goes offline. Hundreds of users who do all their work in ERP are rendered virtually jobless. Our response is very quick. We immediately take up the issue with respective ISP and in most cases their response has also been quick. Occasionally, if we are not able to get the line restored immediately, we switch the line to a backup line. Though, very rare, sometimes there could be a problem with a server hardware or network. So we have identified three types of issues :

1. Airtel Line down
2. TelexAir Line down
3. Server down

You might be wondering why we do not combine Airtel Line down and TelexAir line down into a single type, line down. The reason is that the responses as well as the response teams are different. For our examples, we will add Airtel support in team for Airtel line down, TelexAir support in team for TelexAir line down and our hardware team in server down.

To add a type, click on the add button. A form, with following fields, will pop up:

1. Level. Level refers to the criticality of the crisis. By default there are three levels; Low, Medium and High. For all our examples level is high. Please avoid the temptation of selecting high for every type. You might end up focusing more on less important issues and ignore other type of issues that are more important.
2. Group name. A unique identifiable name for the type. For our example we will use the names Airtel Line Problems, Telex Air Line Problems and Server Down.
3. Email . This option lets you select the number of email addresses for each team member on which the alert must be sent. There are a number of factors, outside the system, that can result in failure of email delivery. To ensure delivery, for critical resources, multiple email addresses are encouraged.
4. SMS. This option let you select if the SMS should be sent and to how many mobile number for each team member. Even if a person uses a single number, which is almost always the case, you might add mobile number of spouse or other family member for highly critical issues like fire in the building, etc.
5. First Escalation. After how long (minutes, hours or days) must be issue escalated to higher level if it is not resolved by then.
6. Final Escalation. After how long (minutes, hours or days) must be issue re-escalated to higher level if it is not resolved by then.
7. Senders. This option lets you specify who can enter the record. For our examples we will let just anybody and everybody to create an alert.
8. Details. Any instructions.

To add a type, click on the add button. A form, with following fields, will pop up:

Once data has been filled and form submitted, a record is created with other data set to defaults. Next step is to add the response team. You can choose from persons database. That means you can choose any person including ERP users, employees, customers, vendors, service provider or even outsiders as long as they exist in the database. After response team has been set, you can add custom fields as different data fields will be required for different types of issues. Custom fields added to a specific type of issue will be available for only issues of that type. You can add documents that might be needed, helpful or just have record value specific to that crisis type. Finally you might want to customize email and SMS messages.

Working with actual issues.

Let us start from the beginning. Go to your mail box and click on the Crisis Alerts button. You will reach Crisis Alerts screen. Click on add button to raise a new issue. Select type, enter a name, enter details and submit. Team will be auto-populated from the type and alerts will be sent based on the preset rules explained above. Specific assignments can also be created manually. These assignments will create their own notification alerts and will also show in users home page in the task list as well as in the Tuhund Mobile App. There is a comments section inside the crisis alert screen which can be used as a discussion board or just to keep track of developments. There is a communication section that keeps track of all the email exchanged (incoming and outgoing) that is specific or related to the issue. There is also a documents section to store all related documents.

When the issue is resolved, it can be closed.

Planned updates in crisis management module

There will be two additions to Tuhund Crisis Management Module that are already in our schedule.

1. Detailed reports including reports tied to resource performance.
2. Expenses incurred on fixing the issue including human resource cost and intangible costs.