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ERP system

ERP for manufacturing. Development and implementation

We bring the entire operating cycle into one system, from orders and procurement to production, warehouse and shipment. It runs on top of your existing IT, without replacing 1C (Russia’s leading accounting and ERP platform) or the other systems you use

Open the demoHow we implement
  • Orders, stock coverage, production and shipment in one queue
  • 1C stays for accounting and reporting
  • Shop-floor and warehouse terminals
  • Three roles, separate data access
ERP · Plant operating system1C:KA: synced 6 min ago
Thursday, September 11 Management · full view
Order center
month-end peak · last two weeks · today’s queue
Orders in queue
38
12 received today
Covered from stock
24
reserved for 3 days
To produce
9
61 t to the blending plan
Can’t fill
5
materials, credit, packaging
OrderCustomerkLCoveragePrio.Date
SO-9001
Lubritrade LLC
partial

12.0 t reserved, 6.4 t added to the blending plan

  1. Order receivedSep 9, 10:12 · customer service
  2. Coverage12.0 t reserved · 6.4 t to the plan
  3. Blendingtask B-2214 · tank T-7 · Sep 15
  4. Labafter blending · 2–3 hours
  5. Fillingline 2 · Sep 16, morning
  6. Shipmentslot Sep 16, 14:00 · dock 2
AI agent Miaonline
Why it matters

What happens when a plant runs on spreadsheets and phone calls

An accounting system records documents. Everything else lives between them: promises to customers, the blending queue, the raw material schedule, priorities. It’s usually kept in spreadsheets, messaging apps and people’s heads.

  • 01

    Inventory double the monthly shipments

    Production is planned without signals from sales or channel inventory. The warehouse holds two months’ worth of product, yet the SKUs you need may still be out of stock.

  • 02

    Production priorities are set by informal agreement

    There’s no screen that matches an order against stock and the plan. A rush order jumps the queue through whoever sits closest to the planner.

  • 03

    Management sees the picture after the fact

    The sales plan, the tank plan, distributor reports and receivables are pulled together by hand at month-end. Decisions rest on an outdated summary.

Architecture

What the system takes over, and what stays in 1C

There’s no big-bang cutover. Data that lives in spreadsheets, phones and people’s heads today moves into the system right away. Data from 1C is first read and reconciled, and the system takes it over only when its screen is more convenient and more accurate than the report.

Originates in the system

  • Orders from customers and distributors
  • Order coverage and reservations
  • The sales plan and its versions
  • Production plan and blending jobs
  • Tank scheduling and batches
  • Formulations and norms
  • Purchase orders and raw material schedule
  • Shipping queue and dock slots
  • Dealer policy: prices, rebates, late-payment penalties

Stays in 1C

  • Financial and tax accounting
  • Payroll and HR
  • Chestny ZNAK track-and-trace marking
  • Statutory reporting
  • Sales documents, invoices and payments

Order journey

An order runs through the entire plant

Every step has its own workstation, and management sees each step the moment it happens

  1. Portal

    Order

    A distributor builds an order from the catalog at their tier’s prices. An account manager or a customer service rep turns an email into an order in 30 seconds.

  2. Order center

    Order coverage

    The system checks the order on six counts: stock, raw materials, capacity, cost, customer credit and logistics. The result: a priority, a promised date and what still needs to be produced.

  3. Production

    Blending and packaging

    Blending job, sample, lab release, batch certificate, packaging with a label. Every action becomes an event in the system, not an entry in a notebook.

  4. Warehouse

    Receiving and picking

    The batch goes into a storage bin, and orders are picked from the shipping queue with batch expiry dates taken into account.

  5. Dock

    Shipment

    Trip, dock slot, loading, documents on the driver’s phone. The customer sees the status without calling their account manager.

  6. Money

    Payment and terms

    Payment is tied to the shipment, credit limits and overdue debt are tracked across the customer’s group of companies, and rebates accrue under the dealer policy rules.

Areas

Five areas that make up the system

Each tab shows what the system calculates and displays. The sequence follows the implementation stages: sales before production, money after orders

Sales area

Actual shipments, plan and run rate by account manager and customer

Primary sales from 1C, secondary sales from distributors, the plan by version. A heat map of account managers and distributors shows where the plan isn’t adding up, and the month-end forecast is based on the run rate.

  • Liters, kilograms, units and dollars on one screen
  • Comparison against last year and plan
  • Period-end forecast at the average run rate
  • Quiet customers: who to call today
Sales · plan vs. actual by manager1C:KA: synced 6 min ago
September · 72% of the month elapsed
ManagerPlanActualProgressForecast
Zuev · Central42031876%104%
Abdelmanov · South38021456%78%
Panachev · Urals30024682%112%
Tenders26017166%91%
Auto service & retail14011985%118%

Month-end forecast at the current pace: 98% of plan. The South is behind pace, and four of its distributors are on the dormant-customer list. Units: kL.

Stations

Every station gets its own screen

A terminal does one job and does it in three taps. Your accounting system has no data on the shop floor, the yard or the warehouse, so that data originates here

  • 01

    Shop floor

    Blending tanks, top-ups, samples, flushes

  • 02

    Lab

    Batch queue, testing, release, rework or reject

  • 03

    Packaging

    Line plan, filling, actual output, QR-coded label

  • 04

    Warehouse

    Put-away into bins, order picking

  • 05

    Truck scale

    Tank trucks: gross, tare, net, clearance to unload

  • 06

    Loading dock

    Trip, loading, waybill, today’s slots

  • 07

    Materials receiving

    Purchase orders, rejects, pallet labels

  • 08

    Checkpoint

    Vehicles in and out, yard visits

  • 09

    Driver

    Slot, statuses and route on their phone

  • 10

    Shift supervisor screen

    Tanks, blends and alerts displayed over the shop floor, refreshed every 30 seconds

  • PIN login, no keyboard or email
  • Large buttons that work with gloves on
  • Actions queue up if the network drops
  • Prints labels and passes with QR codes

The same principle as a fast-food register: the procedure is built into the screen, not into instructions on the wall

Access

Each role sees its own data

Access is separated at the data level, not by hiding buttons

  • Management

    The full picture

    The entire sales channel, production, warehouse, logistics, money, alerts and recommendations.

  • Account manager

    Their own customers

    Assigned distributors only: plan and actual, orders, receivables, tasks for the day.

  • Distributor

    Only their own business

    Their own orders and shipments, prices for their tier, rebates and accruals under the dealer policy. They submit secondary sales reports and get analytics on their own business in return.

Case study

A lubricants plant: how it’s done

A motor oil manufacturer with several hundred SKUs and a network of some forty distributors. Accounting in 1C, everything else in spreadsheets and phone calls.

01Starting point

Finished goods inventory was twice the monthly shipments, yet the service level was held at 91–93% by people’s manual effort. Production priorities were settled by informal agreement, the tank plan lived in three spreadsheets, the raw material schedule on the buyer’s phone, and distributor reports came in different formats. The move to a new 1C configuration was still under way, and master data in the old and new databases didn’t match. Raw material shortages kept the plant from planning more than a week ahead.

02Where we started

Thirteen interviews: the commercial and finance directors, sales, customer service, planning, procurement, logistics, contract manufacturing, process technologists and the 1C administrator. We broke eleven working files down into data. From that we built a working system on demo data: all of the plant’s processes, three roles, ten terminals and the end-to-end order flow. It took the place of a thick specification: a spec you can actually get your hands on.

03The first area

We built the sales area first: actual shipments from 1C, plan vs. actual, the commercial director’s budget and an owner’s view. Every screen was checked against a report the company trusts. Monthly sales matched the finance team’s file to the penny once we found that sales adjustments had been counted three times.

04How the work runs

The work cycle is one week: a task on Monday, a demo at the end of the week, and after every meeting a log of open questions, each with an owner. Every question to the plant states the amount that hinges on the answer and asks for a one-line reply. Work is prioritized by harm: first whatever turns wrong numbers into right ones, then explainability, then new data links.

05What’s next

Orders and coverage with the distributor portal, production planning and blind spots, money and dealer policy, terminals at the stations and, finally, the new system as the system of record: documents originate there, and 1C receives them for accounting.

The plant’s name is withheld by agreement with the client. Figures are rounded.

Approach

Six rules we run projects by

They took shape at the plant and apply to every implementation

01

Interviews first, code second

We talk to the people who do the work — the planner, the buyer, customer service — not just the director. The interviews give us the system’s constants: reservation periods, order cadence, minimum lot sizes.

02

A demo instead of a thick spec

Processes are assembled into a working system on demo data before integration begins. Every screen has a hint explaining what it shows and where each number comes from. Feedback is given on live screens, not on a document.

03

A one-week work cycle

A task on Monday, a demo at the end of the week. After every meeting, a log of open questions with an owner and a deadline: nothing is left to memory.

04

Right numbers first

Work is prioritized by harm: errors that produce wrong numbers come first, then labels and explainability, then data that already exists and addresses known pain points, and only then new data links.

05

Checked against a trusted report

Every screen is reconciled against a report the company trusts, down to a gap of under 1%. A screen isn’t done until the numbers reconcile.

06

Every question comes with an amount

Every question about accounting methodology names a specific 1C document and the amount that depends on the answer. The answer takes one line, and the number on screen changes the same day.

Comparison

How this differs from off-the-shelf ERP, spreadsheets and a dashboard on top of 1C

Off-the-shelf ERP makes the plant fit its configuration. Spreadsheets make the process depend on people. A dashboard shows what has already been recorded. A plant operating system runs the process where it happens.

CriterionSpreadsheets and chat appsOff-the-shelf ERPDashboard on top of 1CPlant operating system
Where data originatesIn files and messagesIn accounting system formsIn 1C, after period closeAt the station, as it happens
Order queueEveryone keeps their ownA document with no coverage checkEnd-of-day reportOne queue with priority and date
Production priorityInformal agreementManual planNot visibleCalculated from orders and days of cover
Shop floor, warehouse, yardNotebook and phoneA paid license per workstationNo dataGlove-friendly terminals with PIN login
Changing the rulesRewrite the spreadsheetMonths of configuration workRebuild the reportRules live in data, change in a day
Role of 1CAccounting separate from the processEverything in one systemThe only data sourceAccounting and reporting

Off-the-shelf ERP makes sense when your processes match its configuration. For a plant with its own production logic, a system built around that logic costs less.

Implementation

From the sales area to the system of record

Six stages, each with its own sign-off. You can stop after any of them: every stage delivers a result that works on its own.

  1. first stage

    Sales area

    Actual shipments from 1C, plan vs. actual, the commercial director’s budget, an owner’s view. Reconciled with the finance team’s report.

  2. second stage

    Orders and coverage

    Order center, reservations, promised dates, distributor portal, intake of secondary sales reports.

  3. third stage

    Planning and blind spots

    Production plan, tanks, formulations, norms, raw material schedule: everything that used to live in spreadsheets and on phones.

  4. fourth stage

    Money and rules

    Dealer policy as a calculation engine, cost built up in layers, cash flow, receivables.

  5. fifth stage

    Plant: terminals

    Shop floor, lab, packaging, warehouse, truck scale, loading dock, checkpoint. Data originates at the station.

  6. sixth stage

    System of record

    Orders, the plan, batches and shipments originate in the system. 1C receives the documents for accounting and reporting.

Timelines start once we have access to 1C: the first area usually takes four to six weeks, then a month to a month and a half per stage. The schedule depends on how quickly questions about accounting methodology get answered.

Results

What changes for the plant

real time

management sees the sales channel, warehouse and production as they are today, not at month-end

one queue

of orders, with priority, promised date and what still needs to be produced

days of cover

for every SKU instead of tons in the warehouse: you see what to stop and what to produce more of

full drill-down

every figure traces back to its source line in 1C or to an event at a station

How deep it goes depends on what data 1C makes available and on data-entry discipline at the stations. We measure the impact on the plant’s own data in the first area.

Demo access

Follow one order in five minutes

The demo environment recreates the plant using sample data: three roles, ten terminals and the end-to-end order flow, from the distributor portal to shipment.

  1. Step 1

    Distributor portal

    Sign in as a distributor and build an order from the catalog at your prices.

  2. Step 2

    Order center

    Switch to the management role: the order is already in the queue with a status, priority and promised date.

  3. Step 3

    Production

    Open the capacity view: see how the order fits into the plan and what else is keeping production busy.

Open the demoPersonal demo on your own dataAccess is on request: leave your contact details and it opens right away. The demo runs on data from a fictional plant; its interface is in Russian for now.
FAQ

Your ERP questions, answered

Updated

Does this replace 1C?

No. Accounting, tax, payroll and product marking stay in 1C. The system handles what 1C doesn’t cover and never will: orders with coverage checks, the production plan, batches, shop-floor and warehouse stations. It exchanges data with 1C: at first it only reads, and at the final stage it passes its own documents to 1C for accounting.

Why terminals if the warehouse already has 1C?

1C records documents, not events. A terminal records an event where it happens: a batch is discharged, a sample is submitted, a pallet goes into its bin. Without that there’s no traceability, and priorities go back to being settled by phone.

How long does the first stage take?

The sales area usually takes four to six weeks from the moment we get access to 1C. After that, each stage takes a month to a month and a half, with its own sign-off. The schedule depends on how quickly questions about accounting methodology get answered.

What if the data in 1C is incomplete?

The system will be the first to show it: empty fields, unmatched master data and transactions missing analytic dimensions go into the log of questions for the plant. Each question names the document and the amount that depends on it.

Can we start with one department?

Yes. Companies usually start with the sales area or with orders and coverage: that data is already in 1C, and results show within a few weeks. Terminals and the system-of-record stage come later.

How is the price determined?

It depends on the number of data sources, stages and stations. Once we get your request, we send the scope of the first stage and an estimate for your 1C configuration.

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