Labor is tracked by the hour. Material is tracked to the warehouse dock.

“Our ERP tracks it”

It does — to the warehouse dock. SAP knows the PO was cut and the shipment arrived. It doesn’t know the gaskets are in laydown yard B, the exchanger kit is short two flanges, the valve was issued to the wrong contractor, or that two planners ordered the same spool.

Then the owner hands material to the contractor, and the contractor puts its least experienced people on it. No benchmarks. No readiness number. Nobody can say what’s in the yard. It isn’t a process — it’s chaos measured against nothing.

That’s where the money goes: loss, theft, waste, duplicate orders, expediting, freight — and a crew standing at the job waiting on material that was “received” three weeks ago.

Received is not ready.

The golf cart

Two contractors in a golf cart, headed to the warehouse for one small valve. Timed around the break. No job number, no PO number, so the warehouse digs. That’s two wrenches off the unit for an hour, and it happens all day, every day of the event.

Time-on-tools is the biggest number material touches, and nobody writes it down.

Flow runs it the other way. The planner places a live reservation against the package. The warehouse kits it. The material is delivered to the unit before the crew needs it. The crew never leaves the job.

From the bill of material to the flange

EZTRAK Flow follows every PO line item from the BOM to installation. Every line item is barcoded at receipt. Every handoff after that is captured — who had it, where it sat, when it moved — with the MTR, packing slip and photos attached.

We capture every step: receiving, kitting, readiness at T-30, delivery to the unit. You know where you stand before the event starts, not after.

SAP stays the system of record. Flow connects to it, or runs without it. No integration is required to go live. Training takes 15 to 20 minutes. Rollout takes two weeks.

Built in the yard, not in a workshop

Our material-management service company started in 2014, putting material planners and managers in refinery warehouses and laydown yards. We started building the system under that company more than a decade ago, based on what our teams were seeing in those yards — because spreadsheets wouldn’t hold. Ten years of live turnarounds since, refined by our team and our customers’ teams. That level of end-to-end chain of custody is still uncommon in turnaround material management.

Every PO line item tracked from purchase order to installation. No loss of traceability between the warehouse dock and the job. On November 4 we’ll demonstrate 100% traceability from receipt through installation, live.

We’ll also show how duplicate orders, expediting, freight, loss and surplus become visible — and measurable. That can represent roughly 10% of material cost, and we’ll show where it comes from during the demo. On a $100M turnaround, material is $30–40M. Ten percent of that is $3–4M, before you count the crew hours.

Three questions for your last turnaround

1. What percent of material was staged and ready at T-minus 30 days?
2. How many crew hours went to driving to the warehouse instead of working the job?
3. Where is last event’s surplus right now?

If nobody can answer them, come watch us answer them live.