Inventory confirmed by asking
Real availability depends on calling the warehouse because movements, reservations and returns do not reconcile.
03 / 07ERP implementation
A reliable ERP for knowing what is happening in your operation
We connect inventory, purchasing, sales, invoicing and costs on clean master data, clear rules and workflows the team can run every day.
| Code | Item | Stock | Status |
|---|---|---|---|
| ART-1042 | Folding box 40 × 30 | 318 pcs min. 80 | OK |
| ART-1188 | Stretch film 500 mm | 12 pcs min. 60 | Low stock |
| ART-1205 | Thermal label 10 × 15 | 2,400 pcs min. 500 | OK |
| ART-1311 | Packing tape 48 mm | 146 pcs min. 40 | OK |
Purchase order created ART-1188 fell below its minimum · PO-2418 for 240 pcs sent to Insumos del Sur
Purchasing, Sales and Finance read that same record: one source of truth.
Connected to
- Odoo
- SAP
- Zoho
- ERPNext
- Consistent inventory and costs
- Role-based workflows
- Odoo, ERPNext and integrations
It connects to your stack, it does not replace it
We build on what your team already knows. If the platform has an API or webhooks, it integrates; if it does not, we look for the most stable path before proposing a change of tool.
- Odoo
- SAP
- Zoho
- ERPNext
- PostgreSQL
- Stripe
And any other platform with a public API.
An ERP rolled out in stages, with the old system running until the end
Stock lived in three separate spreadsheets, purchases were written down in a notebook, and the invoicing system talked to neither. We brought the ERP up module by module, in an order decided beforehand, and only switched the old one off once the new one closed a full month with no discrepancies.
Furniture manufacturer · Argentina
- Survey and migration
The data came from three stock spreadsheets, an invoicing system more than ten years old and the purchasing notebook. The first job was unifying the item master: the same fitting was on file under four different codes depending on who had written it down. Balances were checked against a physical count before they went in. Only the last two financial years of history were migrated: anything older stayed readable in the old system, rather than dragging in years of data nobody was going to look at.
- Stock and purchasing first, the rest after
Stock went live, and purchasing went live on top of stock. Production only came in once those two were steady, and costing at the close of the quarter. Turning on every module on the same Monday is the classic mistake: if something breaks, nobody knows which of the six broke it, and the team loses faith in the whole system over one screen that fails.
- The circuit wired together
Invoicing draws down stock on the spot, with nobody keying the movement separately. When an item hits its reorder point, the system raises the purchase request with the usual supplier already suggested. And when a purchase invoice arrives at a different price, the item cost updates on its own and carries through to the finished product cost. There is one stock figure for the warehouse, sales and production, instead of one per area.
- Going live
Training per role and with the plant’s own data, not with a textbook example: the warehouse lead learns to receive goods, not to use an ERP. Then a month in parallel, keying into both systems and comparing the daily closes side by side. For the first few weeks three things were checked every morning: gaps between system stock and warehouse stock, invoices rejected by the tax authority, and purchase requests the ERP raised that the lead could not explain.
The same mechanics adapt to a parts importer, a food plant or a distributor: the modules that go first and the reorder rules change, the way of starting does not.
Information exists, but it does not reconcile across teams
When purchasing, sales, warehouse and finance work from different files, every figure needs an explanation and no decision starts from the same base.
Costs arrive too late
Prices, expenses and product composition are rebuilt at month end, after the sale has already happened.
Inconsistent master data
The same product, supplier or customer appears under different codes and breaks reporting and integrations.
An ERP configured around real operational flows
The goal is not to activate every module. It is to build a reliable sequence from source data to the journal, inventory or report that needs it.
Capability 01
Master data
Products, price lists, customers, suppliers, warehouses and taxes with defined codes and owners.
Capability 02
Purchasing and supply
Request, approval, order, receipt and variance connected to inventory and accounts.
Capability 03
Sales, invoicing and cost
Order, reservation, delivery, invoice and margin using the same data chain.
Capability 04
Integration and control
Connections to ecommerce, CRM, banks or other platforms, with alerts when a workflow remains incomplete.
Make one workflow reconcile, then expand
A total, simultaneous cutover concentrates too much risk. We prioritise the highest-impact flow and use that delivery to validate master data, roles and integrations.
- Stage 01
Trace processes and breaks
We follow documents and data across teams to find where they are duplicated, corrected or lost.
- Stage 02
Organise master data
We define structure, ownership, creation rules and cleaning before loading the system.
- Stage 03
Configure and migrate
Test environment, real scenarios, validated balances and permissions for each role.
- Stage 04
Launch by workflow
Operational support, variance control and expansion once the first chain reconciles.
Scope
What an ERP implementation includes
Configuration and migration are only part of the job. Rules, ownership and controls keep the data reliable after go-live.
Included in the project
- Process, document and ownership map
- Master-data design and cleaning
- Module and permission configuration
- Balance and operational-data migration
- Integration with existing systems
- Testing, training and launch support
What to know before you start
Do you work with Odoo and ERPNext?
Yes. We choose a platform based on processes, localisation, integrations, internal capacity and total cost of ownership—not feature count alone.
Do we need to replace the entire current system?
Not necessarily. Sometimes the right answer is to retain the transaction system and integrate the missing piece. Discovery separates configuration, data and infrastructure problems.
Can inventory and balances be migrated?
Yes, with a cutover date, transformation rules and validation against known totals. History is migrated only when it has a concrete use.
How long does ERP implementation take?
It depends on workflows, master-data quality, localisation and integrations. We propose phases with usable releases rather than one long project with no intermediate result.
Should the ERP be customised?
Only when the difference represents a real advantage or obligation. If the standard process works without losing value, we avoid code that must be maintained later.
The next step
Tell us which figure needs a manual explanation today
We trace the data to its source and determine whether the problem needs configuration, integration or replacement of one part of the system.
