Challenges and goals
Products under the Faberlic brand come from the main distribution center to more than 500 regional warehouses and are distributed through a direct sales network consisting of more than five thousand partners and more than two hundred thousand consultants. The volume of produced and sold products is several billion rubles per month with the number of transactions exceeding twenty million. The company employs more than two and a half thousand employees.
Before the project, the company's main business processes were automated with the help of several information systems united by a single infrastructure, while the existing information system could not cope with all accounting tasks. As a result of "chaotic" and fragmentary automation, critical processes - such as sales planning, production planning and procurement, budgeting, cash management, and management reporting - constantly required a large amount of manual labor, were poorly documented, tied to specific performers.
Implementation of an information system capable of supporting a fivefold increase in company's turnover
Identification of inefficient business processes and development of common standards for the execution of processes
Implement means to ensure the quality and availability of data
Minimization of the cost of owning an IT infrastructure by reducing expenses on software licenses, user support and software updates, and by reducing manual data processing
The company's management, together with the integration partner Kairos IT, chose to use 1C:ERP solutions to achieve those goals.This decision was based on the following key factors:
New information system to support all processes
The integrator had developed a new corporate information system on the basis of 1C:ERP that supported all processes in the operational loop and collected data on business transactions for the management and regulated reporting.
Taking into account the specifics, the initial state of automation, and the requirement to deploy the system without stopping the enterprise, the project team agreed upon a phased implementation plan.
As a result, the entire work was carried out in several phases:
The implemented solution also provided effective control over the following functional areas:
The new solution was seamlessly integrated with other specialized systems providing: retail sales management, production management, collection and analysis of results (BI), warehouse management (WMS), personnel accounting and payroll accounting.
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