For firms running five programs that do not talk to each other. One system, built in stages that each pay off.
An ERP is not a set of modules, it is what happens between them. Everything below is about a handover somebody currently does by hand.
The order, the stock it reserves, the production it triggers and the invoice that closes it are stages of one record. The handovers between programs are where the work and the errors currently live.
The warehouse, the sales desk and the accounts read the same figure at the same moment. Two systems holding two stock figures is not a reporting problem, it is a promise to a customer you cannot keep.
Material, labour and the overhead you apply, carried on the order rather than estimated at the end of the quarter. A price built on last year's average cost is a decision made with the wrong number.
Open orders, minimum levels and lead times produce the list of what to buy. Nobody walks the warehouse on Friday to work out what ran low.
A purchase above a limit, a discount beyond a rep's authority, a payment that needs a second signature. Your rules become part of the path rather than an email somebody forwards.
Statutory invoicing and reporting stay with the program that is certified to do them. The system feeds it rather than replacing it, which is the only honest way to handle that part.
Both situations are routine for us. Tell us which one applies and we will shape the first call around it.
The process runs in five steps, in the same order on every project. You can stop after any of them.
You tell us what you make or sell, which programs you run today and where they fail to meet. We ask a few questions and say whether this is a job worth doing. If a ready-made ERP already covers it, you hear that on the same call.
We go through the detail together. Where your data is today, which handovers are done by hand, how you cost a job, which rules decide an approval, what has to stay in your accounting program and who logs in.
You receive a document that states what will be built, in what order, on what timeline, and at what cost. You read it before anyone signs anything.
The agreed scope becomes a signed contract. The confidentiality and intellectual property terms are set out in the same document, rather than in a separate one or at a later stage.
Work starts and we deliver at regular intervals. A preview environment goes up within the first week, so you follow progress in the application itself rather than in a status report.
You do not need the technical side to judge this. Here is what changes on the business side.
The hours that go into making the stock program agree with the accounting program disappear, because there is one figure. That reconciliation is usually a person, not a task.
When the numbers were recorded as the work happened, closing a month is reading them rather than assembling them from four exports.
Which customer, which product, which run. The job that lost money stops being averaged away by the three beside it that did well.
Where every movement had a reason and a record, the difference at stocktake is small and explainable. A large unexplained difference is a process gap rather than theft, most of the time.
How much did we sell, what did it cost, how much is left. When two departments answer differently the meeting is about whose figure is right instead of what to do.
The glue between five programs is where the maintenance budget quietly goes, and it breaks every time one of them updates. Fewer joins means fewer things that can come apart.
The questions to put to anyone who offers this work, and the commitments we make on each of them.
An ERP delivered in one go is the classic way these projects fail. We agree an order in which each stage is useful on its own, so you can stop after any of them and still be ahead.
A packaged ERP fits most firms and when it fits it is cheaper than anything we would write. Custom is for the business whose production, pricing or paperwork will not go into the box.
Invoices and statutory reporting live in the program you already run. We connect to it rather than asking you to move, and we check during the review that the connection is possible.
You know the scope, the timeline and the price before you commit. We would rather lose the project at the scoping stage than argue about what was included halfway through it.
Who owns the code, and whether we may name the work as a reference, are both settled in the contract before the first line is written.
The server, the domain and the data stay in your name. We work with access you grant and can withdraw, so leaving us never means losing the system your business runs on.
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The reason to build an ERP is almost never a missing feature. It is the person who spends every morning carrying numbers between programs that each work perfectly well on their own. That person is the integration, and they are expensive, slow and impossible to replace when they leave. What a custom system removes is the carrying.
If one handover is the whole problem, one page covers it better than this one does. Stock that disagrees with itself is stock management, picking and locations are warehouse management, and what the lines actually produced is production monitoring. Where the sale itself is what does not fit, that is custom CRM software. Which of those your project really is becomes clear on the first call.
Tell us which programs you run and where they fail to meet. If a ready-made ERP already covers it, you will hear that on the first call.
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