Full offer

All areas in which we put the company in order

We combine accounting, ERP, documents and operational processes. We can implement each area separately or together as one coherent system.

Finance and ERP

Accounting

We do full accounting in Standard ERP. Financial reports, JPK, KSeF, management reporting and profitability control in one system.

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Documents and taxes

Flow of information and documents

We organise the flow of invoices and documents from receipt to approval and posting. E-invoicing, OCR, automatic forwarding of documents, archiving and integration with ERP.

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Data and management

Reporting

We build management reporting directly from the ERP. Margins, costs, flows - up-to-date data available through the customer panel without manual reporting.

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Operations and logistics

Warehouse and operations

Picking, dispatching, courier labels, carrier integrations and stock control synchronised with ERP and sales.

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Systems and data

System integrations

We connect Standard ERP with sales platforms, marketplace, courier systems and other tools. We design and implement migrations from current solutions.

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Typical customer problems

Companies usually come to us when systems and processes no longer support growth

More often than not, the problem is not the lack of another tool, but the fact that accounting, documents, data and operations work side by side instead of together. As a result, the company loses time, control and predictability of operations.

Scattered data and multiple sources of truth

The team works on data from several systems, spreadsheets and manual summaries. This makes reporting difficult, slows down decisions and increases the risk of errors.

  • Reports are produced manually
  • Financial and operational figures diverge
  • It is difficult to answer the board's questions quickly

Poor control over finances and profitability

The company sees the results late or without a proper operational context. This makes it difficult to assess margins, costs and which processes are really working.

  • Lack of a consistent view of costs and revenues
  • Difficulty in analysing profitability
  • Too many decisions based on guesswork

Implementing the system without putting the process in order

The new tool is supposed to solve the problem, but the old chaos is transferred to the new system. Then the project becomes long, expensive and difficult to maintain.

  • Unclear scope of implementation
  • Integrations added without a coherent logic
  • The team does not trust the new way of working

Therefore, we start by analysing the process, data and roles, and only then configure the ERP for the specific way of working.

Scope of cooperation

What the service covers from process analysis to production start-up

We tailor the scope of the implementation to the scale of the company, the data, the number of processes and the integration, but we organise most projects around the same four areas of work.

Analysis and scoping

We start by understanding the company's current way of working, data sources and the relationship between finance and operations.

  • Analysis of processes and data flows
  • Identification of risks and bottlenecks
  • Prioritisation of implementation
  • Recommendation of the target scope of work

Process design in ERP

We lay out the company's target way of working, the roles of users and how information flows between areas.

  • Process design in ERP
  • Map of roles and responsibilities
  • Assumptions for reporting and control
  • Plan for integration and work on data

Configuration, data and integrations

We are preparing the system for real work, not just for the presentation of system functions.

  • Configuration of financial and operational areas
  • Preparation of data migration
  • Start of integration and testing
  • End-to-end process validation

Production start-up and development

We support the team post-launch and sort out the next elements of the process.

  • Post-launch support
  • Process and setting corrections
  • Development of reporting
  • Plan for next steps in implementation

We always tailor the final scope to the processes, data quality, number of users and level of integration.

Cooperation process

What does implementation look like from process analysis to production start-up

We run the project in stages so that the company knows what is happening at each step and what decisions need to be taken. This ensures that the implementation does not turn into a chaotic set of tasks, but a controlled sequence of activities with a clear plan.

01

Analysis of the current way of working

We start with processes, data, documents and the relationship between finance and operations.

  • Recognition of current processes
  • Analysis of data sources and information flows
  • Identification of risks and bottlenecks

02

Target solution design

We lay out the process flow in ERP, user roles, reporting scope and assumptions for integration.

  • Process flow design
  • Establishing the scope of implementation
  • Data, integration and accountability plan

03

Configuration, testing and launch preparation

We run the environment, organise the data and check that the process works end-to-end.

  • ERP configuration
  • Data migration and testing
  • Preparing the team for work

04

Production start-up and development

We support the company post-launch and plan the next stages of system development.

  • Post-launch support
  • Adjustments to settings and process
  • Development of reporting and integration

Typical implementation time: 4 to 12 weeks, depending on the scope and complexity of the project.

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Effects of cooperation

What effects does the company gain from sorting out accounting, ERP and data

The aim of implementation is not just to get the system up and running, but to have better control of finances, more efficient information flows and greater predictability of operations. That is why we look at the change in the day-to-day operation of the company, rather than a list of activated functions.

More consistent data for decisions

Management and the team work on the same data, rather than on scattered summaries and manual reconciliations.

Better control of finances and profitability

The company can see costs, margins, deviations and areas that need to be addressed more quickly.

Shorter and more predictable workflows

Documents, tasks and data move through the process in a more structured way, with fewer manual workarounds.

Implementation ready for further development

After the start-up, the company is not left with a chaotic set-up, but with a working system that can be developed along with the business.

Case study

E-commerce / sales, accounting and reporting

From dispersed data and manual reports to a single system

The company worked on several data sources and reporting to the board required manual assembly of information from different systems. This slowed down decisions and made it difficult to assess profitability.

The process flow was cleaned up, ERP was configured to the company's needs, data was standardised and manual transfer of information between tools was reduced.

The team gained more consistent reporting, shorter information flows and greater predictability of work between finance and operations.

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Not sure where to start?

We will check what scope fits your business and propose a solution that makes sense for your process.

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