Your house judgment, running without your people.
In every distributor there is one person who knows what solves what. That judgment is the ceiling of the company, and Peaking exists so it keeps working when that person is not there.
Today the answer waits on somebody.
Every distributor is organized around two or three people who can read a request and know what it needs.
- The request arrives and stops
It sits until the person who can read it has a free minute, and that minute is worth more than the order.
- The knowledge is real and undocumented
What crosses to what, and under which condition, lives in a head. Nobody ever had time to write it down.
- Hiring does not fix it
A new counter person takes a year to be useful, and the year is spent asking the same two people.
- And it walks out at five
Along with the weekend, the vacation and, eventually, the retirement.
Answering fast is easy. Being right is the expensive part.
Anything can answer in two seconds. The question is whether the answer holds up when the part gets to the job. A confident wrong answer costs a return, a delay, and the next order.
So the bar we hold is not speed. It is that when there is no certainty, it asks; and when the doubt does not clear, the case goes to your specialist with everything already gathered. That rule is not a setting a customer can turn off.
What we are not willing to do.
Four things we turn down, including when a customer asks for them.
If there is no source connected, it says so. An invented number is worse than no answer, because somebody acts on it.
It introduces itself as the system. Your customers find out eventually, and finding out later costs more than knowing now.
If nobody measured how the operation runs today, there is no honest way to say afterwards that anything changed.
One line at a time, checked against your house judgment. Volume is not the achievement.
Built in San Francisco and Guadalajara.
Engineers who know industrial distribution from the inside, working where the AI is being built. Both halves are the job.
One number to move, one thing at a time.
The same sequence on every project.
Your catalog, your channels, your system, and where the operation stops today.
Measured before Peaking answers its first request, so the comparison is real.
One thing, the one costing you the most, running on your own catalog.
Against the baseline. What moved, what did not, and what is next.
See what it looks like in practice.
Questions about who we are.
Who is behind Peaking?
Engineers working out of San Francisco and Guadalajara, with backgrounds in industrial operations and in systems that run them. The company builds one product for one kind of business: industrial distribution.
Do you work with distributors in the United States?
Yes. The customer stories published here were measured in Mexican operations, with their own systems and their own windows, and the shape of the work is the same one you run: a broad catalog, requests that arrive incomplete, and orders decided by who answers first.
Are you an implementation partner for an ERP?
No. Peaking is a product that works with the ERP you already run. We are not selling you a system change, and we do not benefit from one.
What happens to our data?
It stays in your own isolated environment, under your control, with a record of every action. That is part of every project.
You've got this.
Peaking shows up to the session already working with your own catalog, so you see it on your part numbers instead of on an example.