Home/Case Studies/◆ SugarFactory
D2CInventory opsShipped Q4 2025Mid-sized brand

SugarFactory unified their webshop + inventory — and hasn't mis-shipped since.

A confectionery brand syncs product catalog, stock, and pricing across their warehouse ERP and their webshop automatically. Hourly sync, zero manual updates, zero oversold items in six months.

Written by Antonio Vranješ · 5 April 2026
// At a glance
0
Oversold items in 6 months
hourly
Full catalog sync cadence
6h
Weekly ops time saved
18d
Scope to live system

OutcomeInventory team running on one person
Error rateEffectively zero

The problem

SugarFactory's webshop and their inventory management system lived in parallel universes. Every time a wholesale order shipped out of the warehouse, someone manually logged in to the webshop and adjusted inventory. Prices changed in the ERP twice a month but lagged on the webshop for days. The result: oversold items, angry customer emails, and roughly six hours a week of reactive fire-fighting.

They'd tried two off-the-shelf sync tools. Both broke within a week because their catalog included bundle SKUs, variant SKUs, and seasonal items that didn't map cleanly to the default assumptions.

The best feature is that I stopped thinking about it. The sync being reliable means I haven't opened the inventory dashboard in weeks.Mario K., CEO

What we built

A bidirectional sync that runs every hour. It pulls the authoritative state from the warehouse ERP, normalizes SKU variants and bundle components, and writes the current stock and pricing directly to the webshop. When a webshop order comes in, it immediately decrements warehouse reserve stock to prevent oversell.

The whole thing lives in our environment. Mario doesn't log into anything. If a sync fails, he gets a Telegram alert. If a sync catches an anomaly (price crashed 90%, stock went negative, etc.), it halts and pings us to review before pushing bad data.

The result

Six months in, SugarFactory hasn't oversold a single item. Pricing updates propagate to the webshop within an hour of the ERP change. The inventory team is effectively one person now — not because we replaced anyone, but because nobody's doing catchup fire-fighting anymore. They moved two people onto growth work.

The outcomes, in bullets

  • Zero oversold items across six months of operation
  • Price updates propagate under 60 minutes, automatically
  • Six hours/week of reactive fire-fighting eliminated
  • Inventory team redeployed to growth work