Optimization and automation of business processes through digital solutions. We analyze your current processes to identify bottlenecks and redundancies, then design optimized workflows that allow your team to focus on higher-value activities.
Features
Benefits
From orders by email to orders that flow straight into the ERP
In many manufacturing and distribution companies, a large share of orders still arrives by email, as a PDF or by phone, and someone keys them into the ERP line by line. It's slow, it depends on that person being available, and it's where the SKU, quantity and price errors start that later turn into returns and credit notes.
Digitalising this process means giving the customer a way to enter the order themselves, whether through a B2B portal, an Excel file upload or electronic data interchange when the customer requires it, and checking before accepting it that the SKUs exist, the price matches their price list and minimums are met. The order reaches the ERP already validated and without anyone retyping it.
When a customer isn't going to change how they send orders, as happens with some large accounts that work with their own purchasing systems, the goal is for the document they send to be processed with the same validations instead of being keyed in by hand.
Purchase and pricing approvals without email chains
In purchasing, the typical path is an internal request, approval based on the amount, the purchase order to the supplier, receipt of goods and matching against the invoice. When all of this lives in emails and spreadsheets, nobody knows where a purchase stands or who approved it.
The same happens in sales with off-list discounts, special terms or setting up a new customer with their credit limit. We design approval workflows with clear rules on who approves what and above which amount, with notifications to the person who has to decide and a record of every step that can be checked later.
Beyond the record, each workflow produces useful data for management: how long an approval takes on average, where pending requests pile up and which exceptions recur so often that they should perhaps become a rule.
Self-service portals in process digitalisation
A large part of administrative work consists of answering questions whose answer is already in the ERP: where is my order, send me the invoice, I need the delivery note, I want to return this. A self-service portal lets customers check or request these things themselves, including return requests with their reason and tracking.
On the purchasing side, a supplier portal lets suppliers confirm orders, update delivery dates and upload certificates or technical sheets without exchanging dozens of emails. In both cases the portal reads from and writes to the ERP: it isn't yet another system to maintain by hand.
For customers to use it, the portal has to be more convenient than calling: easy access, up-to-the-minute information and downloadable documents. If the invoice in the portal doesn't match the one held by the accounts team, the customer stops trusting it.
How we approach a process digitalisation project
One process at a time. We measure it before changing it (volume, time spent, frequent errors) and define the rules and, above all, the exceptions, because that's where digitalisation projects that only cover the ideal case fail.
Then we choose the simplest tool that solves it: an ERP feature that wasn't being used, a module of the eCommerce platform, or custom development when none of those fits. And we finish by retiring the old way in an orderly fashion: if the Excel sheet is still available, the process hasn't been fully digitalised.
When each process is finished, we measure again with the same metrics as at the start, so we can compare against your own data and make an informed choice about which process comes next.
Frequently asked questions
Does process digitalisation mean changing ERP?
In most cases, no. Many ERPs have approval features, portals or exchange interfaces that aren't being used, and what's usually missing is integration with the store or with customers. We only propose changing ERP when the current system genuinely blocks the process.
Where should process digitalisation of sales and purchasing start?
With the process that has the most volume and the most errors, which in B2B companies is usually customer order entry. That's where the change is felt first and where the improvement can be measured most clearly.
What happens to customers who keep sending orders by email after process digitalisation?
For a while both channels coexist. The sales and customer service teams help those customers move to the portal or file upload, starting with those who order most. For those who can't change, a controlled channel with the same validations can be kept in place.
Does process digitalisation get rid of paper and Excel entirely?
The aim is to get rid of the ones that hold up critical processes, such as orders, approvals or price lists. Exporting data to a spreadsheet for analysis is still useful; the problem is when Excel becomes the system where the work is done.
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