Your checkout says "Free Shipping" to everyone. But free shipping to Ohio and free shipping to Berlin are not the same job — one goes USPS, the other goes DHL Express. Until now SKU.io could only map that label to a single shipping method, so sellers had two bad options: rename the rates in Shopify so every market got its own label, or fix the carrier by hand after the order landed. Shipping method conditions remove the choice. A channel shipping method can now carry ordered conditions that override its default mapping for specific destinations, so one label routes correctly everywhere.

Suppliers sell liquids by volume — a gallon of agave syrup, a drum of oil, a pint of extract. Recipes and stock counts use weight. Those are different kinds of measurement, and the number that connects them is different for every ingredient: a gallon of syrup and a gallon of oil do not weigh the same. Until now, the only way through was to invent a unit per ingredient and type the factor in yourself — a step that quietly goes wrong at receiving and turns into an argument with a supplier about what the purchase order should have said. Density conversions replace that with one number per product. Set the density, and every conversion between a volume unit and a weight unit is worked out for you, with its arithmetic shown on the row.

Publishing a product to a marketplace means telling that marketplace which of its categories the product belongs in — and every channel has its own category tree, with its own names, at its own depth. Done product by product, that is one decision per product per channel, repeated forever, and repeated again for every product you add next month. From today you can answer it once instead. Product types are a small tree you build yourself — "Baby clothing › Accessories › Hats & beanies" — and each type maps to one category per channel. Fifteen beanies become one decision. The sixteenth beanie, added next month, inherits the answer.

Something looks wrong on an order. You open a separate support portal, sign in again, and then try to describe from memory which screen you were on, which record, and what you clicked. Half the reply thread is us asking for the details you already had in front of you. From today, support lives inside SKU.io. Press the help icon — or N — on the page where you noticed the problem, and the ticket arrives with that page, that record, your browser and your recent steps already attached. Every ticket anyone at your company raises is listed under Support, where you can follow it, reply, and bring a colleague in.

The delivery landed this morning and the cartons are on the dock. The customer's order is packed. But the receipt hasn't been keyed in yet, so SKU.io says you have zero on hand — and it refuses to ship. Until now, the only way out was to fix the paperwork first while the customer waited, or to let a sales channel ship it behind SKU.io's back and quietly lose track of the stock. Inventory debt replaces that with a deliberate choice: ship it now, record exactly what you owe and what it will roughly cost, and let the next receipt settle the difference — automatically, oldest debt first — with your books correct at every step in between.

Closing a month has always been the part of the books that lives outside the software. You check the ledger reconciles, chase the entries that never synced, glance at inventory against the GL, export a few reports for the file — and then hope nobody posts into the month afterwards. None of that was written down anywhere, and nothing stopped a late invoice landing in a month you had already reported on. Month-end close turns that routine into a workspace: a checklist that grades the month's data for you, a sign-off that records what you accepted and why, and a lock that freezes the figures you approved as the month's numbers of record.

A supplier sends you a credit note for goods you are keeping — they overcharged you, or they gave you a volume allowance after the fact. The credit should lower what you owe them and lower what those goods cost you. Until now a vendor credit could only do the first part: the stock stayed on your books at a price you never paid, and the only way to fix its cost was to edit the original purchase order or bill — which erased the credit note from your records. Vendor credit cost impact closes that gap. Every line on a credit now states what it does to the goods, a Reason for credit picks the right behaviour for you, and a Cost Impact panel shows the real numbers — which receipts change, how many units are still on hand versus already sold, and what moves on the books — before you click Authorize.

If you pay sales reps on commission, you have probably been doing the math somewhere else. Rates live in a spreadsheet, someone exports orders at the end of the month, and the two get reconciled by hand — every month, for every rep. It works right up until a rate changes mid-month, or someone asks which territory is actually carrying the number.

Sales rep commissions brings all of it into SKU.io. Give each rep a commission rate, group reps into territories or teams, and run the numbers over any date range you like. The orders are already here, so the calculation is just there — nothing to export, nothing to reconcile.

If you sell on Amazon both ways — Fulfilled by Amazon and merchant-fulfilled, where you ship the order yourself — you already know the two rarely want the same price. You carry the shipping on an MFN order, the Buy Box behaves differently, and until now the only way to price those listings apart was to pin them one at a time. The Amazon MFN pricing lane fixes that at the channel level: your merchant-fulfilled listings follow their own sequence of price levels, checked before the channel's FBA levels and falling through to them whenever a product has no MFN price. The channel's Pricing page now says which lane priced every listing, and a new Set Pricing action on the listings table lets you pin — or reset — a whole selection of listings in one go, with a preview of every price that would change.

Payment terms used to be a purchasing-only idea in SKU.io — something you agreed with a supplier, not something you could set for the people who buy from you. So the sales side had no answer to two questions every business asks: when is this customer supposed to pay? and how much are we willing to let them owe before we stop shipping? Payment terms and credit limits answer both. Terms now work in both directions from one shared list, every customer can carry default terms and a credit limit, and you get a live picture of what each one owes against the room they have left. Turn on credit enforcement and an order that would take a customer past their limit is held in Reserved instead of quietly shipping.