ERP implementation

What ERP implementation looks like step by step

First we launch the area that gets your numbers in order the fastest. Later, we extend the whole thing to sales, warehouse and integrations, without introducing confusion from day one.

View the implementation plan Talk about scope

First the order in numbers, then the subsequent modules. This ensures that the team does not get everything at once.

Phased approach

Why staged implementation works better

You don't start with a big company-wide change. We tidy up the finances and reporting first, and launch other functions when the team is ready for the next step.

Less risk

We check and pick up each stage separately. If something needs to be corrected, we correct it in one place rather than destabilising the work of the whole company.

Faster operational readiness

The first working area appears after a few weeks. You don't wait until the end of the whole project to see the effect and regain control.

Easier team adaptation

The team learns one area at a time. This makes the training shorter, more practical and easier to translate immediately into everyday work.

This phased approach works best where a company is already operating several processes simultaneously and cannot afford chaos during change.

Step 1

First step: getting your accounts in order

First we set up what gives you a quick overview: chart of accounts, documents, accounts and basic reports. The rest we put aside for later, so that the first result is quick and clear.

What we set up at the beginning

We set up accounting to suit your chart of accounts, way of working and tax obligations.

  • Chart of accounts and main and auxiliary accounts
  • Taking over history and turnover from the previous system
  • Automatic generation of document-based declarations
  • Basic tax and balance sheet reports
  • User roles and access rights

What will be ready after the first step

Once you have closed the first stage, you have a ready-made base to work from quietly:

  • Chart of accounts in the system
  • VAT codes and tax mapping
  • Balance sheet and income statement
  • JPK_VAT and JPK_KH
  • User access to the customer panel
  • Formal acceptance of the stage

We usually close this first stage in 1 week. If you later want to move a broader story or add more extensive reports, we do this after the start in the next steps.

Implementation steps

How we go through the entire launch

Each stage has a scope, a reception and a clear moment to move on. We don't stretch the launch on several fronts at the same time, because then chaos is easiest.

01

Analysis and plan

We talk about how the business works today, where the bottlenecks are and where best to start. We end up with a clear plan, not a generic wish list.

02

Accounting start-up

Start of production

We set up the bookkeeping, transfer the necessary history, clip VAT and reports, and then check it on real situations from your company.

03

Sales and purchases

We organise sales and purchases: documents, acceptances, limits and counterparty data. Commerce and accounting are finally supposed to look at the same figures.

04

Warehouse and logistics

We arrange the warehouse and logistics: stocks, bookings, transfers and connections to external tools. The merchandise has to agree with the documents and finances.

05

Tests and training

We test daily operating scenarios, tweak settings and train people on exactly what they will be using after take-off.

06

Production start-up and support

KSeF - JPK - CSO - VIES

You move on to the day-to-day work of the system and we keep an eye on stability, respond to problems and help you get through the first few weeks calmly.

The first working area usually appears after 1 week. We arrange the next steps at a pace that the team can realistically take without chaos.

Each step has a specific purposeFormal acceptance before moving onSupport and monitoring after each launch
Design your implementation
Further modules

What we launch next

Once accounting is working confidently, we launch further areas at a pace that the company can calmly take on. Each has a separate scope and business sense.

Sales and purchases

Full handling of commercial documents with automatic flow to accounting.

  • Sales invoices and purchase orders
  • Purchase orders and cost invoices
  • Credit limits and acceptance path
  • Integration with VAT, CSO and VIES

Warehouse and logistics

Management of stocks, flows and order fulfilment.

  • Warehouses, zones and locations
  • States, reservations and transfers
  • Integration with WMS
  • Order processing and dispatch

Integrations and automation

Connections to external tools and automation where the team today does too much manually.

  • KSeF and invoice mailing
  • JPK and required reports
  • Automation of workflows
  • APIs and links to other systems

Portals and extensions

Expansion of the system to include a portal, operational tools and integrations needed for day-to-day work.

  • Online customer panel
  • Additional system functions
  • Connections to the marketplace and shops
  • Akeneo, OCR and workflow

We launch each area separately, with its own scope and deadline. This ensures that you do not add too much at once.

Division of roles

How we work on both sides of the project

This works best when both parties know what they are responsible for. We run the whole thing on the system side, and on your side you need decisions and people who know the real workings of the business.

LevelUp Finance

We take on the systems side, organising the work and proving the next steps.

  • Process analysis and solution design
  • Configuration and parameterisation of Standard ERP
  • Technical integrations and tests
  • User training
  • Post-launch support and monitoring

Your company

On your side are business decisions, access to data and the participation of people who really know the processes.

  • Decisions on processes and business rules
  • Access to historical data
  • Participation of key users
  • Acceptance of next steps
  • Submitting corrections and comments

A clear division of roles reduces implementation time and the risk of delays.

Risk management

How we reduce the risk of implementation

Problems usually arise when a project grows unchecked and no one stops for testing. This is why we keep an eye on a few simple rules from the start.

Bright range at the entrance

Before each stage, we define scope, exclusions and acceptance criteria. The scope does not grow without control.

Phased commissioning

Each area undergoes its own set-up, check and reception. We don't move on until the previous step works reliably.

Pre-launch tests

We first test the work on trial data, then on a version close to the day's work. This prevents the launch day from turning into an improvisation.

Support after each launch

We carry out active monitoring after the start of each stage. We do not leave the client without support once the work has started.

Where changes are dissected step by step, the team gets used to the new way of working more quickly and costly adjustments are less likely to occur.

Effect of implementation

What you gain from implementation

The effect is to be seen not in the presentation, but in the day-to-day work of the company. Even after the first stage, you can see where the manual work disappears and where the better numbers come from.

Order of data

One system of truth for accounting, sales, warehouse and integration. No more discrepancies between sheets and the system.

Less manual action

What used to be rewriting, checking and correcting begins to work in the background. The team is getting back to the work that really needs to be decided.

Faster decisions

Financial, sales and stock data available in one place at one time. 24/7 customer panel.

Greater predictability

A clear picture of the state of the company instead of reactive management. You know what is happening before a problem arises.

FAQ

Questions about the implementation process

The most common questions before deciding to implement ERP.

How long does the entire implementation take?
Time depends on the scope. We usually launch the bookkeeping startup alone in 1 week, and we add the fuller scope with warehouse and integrations later in stages. This way you don't have to wait months to see the first effect.
Do I need to stop the company's work during implementation?
No. We run the changes in parallel with the day-to-day work of the company. We first check everything in a safe working version and only then move further areas into the daily work.
Is it possible to run both systems for some time?
Yes, we support the running of a transition in two systems for a set period of time. We set the cut-off date and the extent of data transferred - so that the transition is controlled.
How do I know that the data from the previous system will come through correctly?
Right from the start, we determine which data we are moving and how we will test it. Before the day-to-day work starts, everything undergoes full testing and acceptance.
What happens after the launch?
We provide active post-launch support - operational monitoring, configuration adjustments, follow-up training and ongoing access to the customer panel. This is a long-term partnership, not a one-off order.

Any other questions? Write or call us - we'll answer before you decide.

Discuss the scope of implementation
Ready for take-off

Design your implementation from accounting

You don't have to move the whole company at once. We can start with the bookkeeping, get the figures sorted out and only then launch other areas at a pace that is realistic for you.

Design implementation from accounting Talk about scope
Change without chaos on the part of the team Rapid effect after the first stage System developed together with the company