One platform, six roles. Each signs in through the same login screen but the system routes them to a different journey — and the permission matrix below governs exactly what each role can see and do at every step.

Before the module-by-module tour, here is the end-to-end flow the platform governs — one continuous path from vendor setup to inspection sign-off (Quality Module), and from production/manpower planning to on-site packing & delivery (Planning Module & Packing Module). Every screen that follows is a step on one of these flows.

Management lands here after login — operational load, vendor performance and compliance health in one view, replacing the spreadsheet-and-email status chase described in Section 3.1.

A single, centralized vendor record — profile, documents, inspection history, NCR history and assessment history — replacing scattered vendor files across email and spreadsheets.

One project can ship multiple items on different delivery schedules. Each item carries its own drawing, revision and delivery date, and spawns its own stage-wise inspection tickets — Raw Material, In-Process, Final, Pre-Dispatch.

Every inspection request moves through one governed lifecycle: Open → Assigned → In Progress → Under Review → Completed → Closed. Each Item under a Project spawns its own stage ticket — Raw Material, In-Process, Final, Pre-Dispatch — so nothing sits in an inbox unaccounted for.

Team leads balance engineer workload, watch SLA timers and reassign calls before they escalate — visibility that today lives only in one person's head.

The engineer's entire day happens on the phone: see assigned calls, run the checklist on site, capture photo/video evidence, save a draft mid-inspection, and submit — all described in Section 6.5.

Engineer presence and site-visit proof captured through geotagged check-in and check-out — location + timestamp only at inspection start and close, not continuous tracking.

Every quality finding becomes a tracked NCR with root cause, corrective and preventive action, and a verification step before closure — not a note in someone's inspection diary.

Vendor evaluation moves from a gut call to a structured scorecard across five categories, producing an objective rating that feeds Section 6.10's dashboards and Section 11's AI trend analysis.

Observations, findings and evidence captured in the field are auto-composed into a standardized report — no manual copy-paste from photos into Word.

Once tickets, NCRs and assessments flow through the platform, management gets trend lines instead of quarterly guesswork.

The "Vendor" role from login lands here — a read-only mirror of the same profile, tickets, NCRs and assessment data that Quality and Admin maintain elsewhere in the platform, so vendors see exactly what's on file without a separate phone call or email.

One landing view for the administrator who runs both modules — Planning and Packing KPIs side by side, and a single combined priorities list, instead of switching between two separate module dashboards.

A single schedule linking each item's delivery date to its location route and the Menshift manpower capacity needed to hit it — production planning grounded in actual capacity, not a delivery-date wish list.

A resource calendar for locations — which project/item occupies which location, and when it frees up for the next job. Locations are planned like any other constrained resource, not assumed to always be free.

A single, consolidated view of every current delay across projects, items and locations — not one alert at a time. Nothing gets missed because it wasn't the specific alert someone happened to see.

Turns an idle location from a line item in the Delay Register into a quantified business cost, with the reason and a concrete improvement suggestion attached — so a persistent idle-location pattern gets fixed, not just logged.

One central material record — Material Code, Item Name, Item Description, Standard Delivery Period and a Critical/Non-Critical flag — used for planning across every downstream screen (IWO, UOM conversion, delivery planning, forecasting), instead of each screen defining materials on its own.

Internal Work Order (IWO) digitizes the manual, paper-based material request from shop floor to RMS — one order can carry multiple materials, each in whichever unit is convenient.

One material, quantified in whichever unit makes sense at each point — received by weight, planned by volume or length, issued by piece count — converted automatically, no manual recalculation.

Reads the fields already on Forbes Vyncke's own packing label — Item Code, Item Type, BIN, GRN Qty/Date, PROJ LOCATOR, WMS/RMS On-Hand Qty, MC-Code — no re-entry, no new label design.

Item → Packet → Box, tracked at every level — starting from a reusable standard packing template, adjusted per project, with a Pre-Packing List (expected) and Post-Packing List (confirmed) either side of the physical packing step. Every item is also classified against the design drawing — Required (Pressure / Non-Pressure Part) or Non-Required — so nothing on the drawing is silently missing without an approved, notified exclusion.

Delivery readiness tracked at the individual item level, not just the project level — surfaces items trending late before the overall project schedule is affected.

A dispatch scan cross-checks the material's QR batch against the Project/Item/site record — a mismatch blocks dispatch before it becomes a costly logistics problem.

A structured registry of shop floor manpower using Forbes Vyncke's own terminology — “member,” not “labour” — with daily availability captured against it.

Digitizes Forbes Vyncke's own whiteboard tracking method exactly — same units, same weekly cadence — so the shop floor doesn't have to learn a new system, only stop updating it by hand.

Members deployed to site/installation work are planned and tracked separately from shop-floor Menshift capacity — a member on-site isn't double-counted as shop-floor headcount that day.

1.1, 1.2, 1.3… are the physical work-station locations themselves, not a stage number plus a separate location field — matching how the shop floor already refers to them (W.S.1.1, W.S.1.2…).

A visibility and manual-planning board for matching available members to planned location workload — plus alerts on overdue locations and the workaround pattern of running multiple activities at one location.