The company worked, in 2009, with a system of administration and accounting which allowed bill editing and the relative control of stocks and of the reception – billing process, in general.

There was no control of the orders received from clients other than through office evidence programmes, while the supply necessary could not be generated exactly, by automatically confronting orders with stocks. The direct sales performance for the three regional selling points was hard to define and this factor cast a negative influence on the accuracy of the information that the entire motivational system of sales agents was based upon.

The inconsistency of cashing reports, of credit control and of currency differences which intervened upon reception (most reference points coming from intracomunitary receptions) and the moment of sale, as well as cashing – which affected the calculation of a real net increment margin. Due to the absence of a system which can centralise orders and calculate the necessary supply, there were situations where order satisfaction was partial or cases in which the supply order was carried out after some relative sale predictions, based on former experiences.


Together with the team of Ascent Soft consultants, we brought to the attention of the owner the tools that Ascent ERP makes available. Because of the skepticism attracted by the existing software solution at that time, which over 6 months of functioning had not shown its efficiency yet, the company management decided to implement Ascent ERP – process which occurred rapidly and which was based at first on basic modules. Therefore, we implemented the administration module (Inventory) and the Client Orders – as well as the commercial policy – in less than 4 months.

In order to secure the success of our intervention, we had to manage small difficulties in the client communication, given the fact that the internet correspondence with the company’s shareholders was sporadic and the personnel dealing with a third ERP system in the past year (2010-2011) was skeptical, and also that a clear representation of the expectations regarding the ERP application at the management and operational level was absent. We succeeded to take over historical data, to integrate the entire activity flow in a unitary system which functioned online on all 3 workpoints. After the basic module implementation, we have gained trust from the client, so the next step was implementing all modules pertaining to a full supply chain flux.