Avito.ru (Avito, KEH eCommerce) (1C: Trade Management 8)

2025: "Avito": automation of 1C: Trade Management-based equipment accounting

Situation

Avito is the largest online ad platform in the world. The group of companies is represented in several cities: Moscow, St. Petersburg, Kazan, Samara, where the main offices and large data centers are located. The company has 11,000 employees.

Previously, centralized accounting of equipment was difficult. Accounting was maintained, but data on the location, status and movement of assets were recorded in different systems.

Employees kept separate records of equipment in Jira and Excel, which could lead to distortion of information. The lack of a unified system for controlling the movement of laptops, monitors, servers, furniture and consumables increased the risk of loss. The company's management decided to create an operational accounting system to track the number, location and status of equipment in real time.

The contractor who was selected for this task has implemented a customized solution based on 1C: Trade Management (TC). But in the process, it became clear that the decision did not fully correspond to the company's business processes. Therefore, it became necessary to look for other ways to solve the problem.

Task

In March 2024, Avito formed a new team, which included specialists. implecs The team was set an ambitious goal: in a week and a half, from March 20 to April 1, 2024, to launch the minimum viable product (MVP) to start accounting.

The project was originally called MVP WMS (Warehouse Management System warehouse). As a result, we completely redesigned the typical UT functionality and adapted it to complex - business processes and customer needs. Our experience will be of interest to companies with a large amount of assets - to retail financial organizations, IT companies with fleets of servers and equipment. The implementation of such a system provides accurate control over the movement of property and helps to effectively manage equipment, Nikita Razumovich, 1C analyst.

Decision

The customer chose a puzzling format for working with the team. At the start, we had a goal - to launch a working prototype for accounting for equipment. As the task was completed, other goals appeared. If the customer had chosen the design format, we ourselves would have estimated the scope and timing of the work. But in this case, we received new introductory notes from the customer and did not always know in advance what exactly we had to work on.

Decomposition of tasks. Since the deadlines were hard, the team applied task decomposition. Each big task was divided into a dozen small ones. If the expected deadline for completing the subtask exceeded the 2-week sprint, it was divided again - into smaller stages. This approach made it possible to clearly control the process, minimize the risks of deadlines and improve the quality of the study.

Launch MVP

In 14 days, we fixed critical errors in the system, loaded the remaining equipment into the UT and opened access to users. The system worked, although the data was inaccurate, but this allowed us to move on.

In parallel, the customer recruited a warehouse logistics team - specialists who will be responsible for the warehouse.

After the launch of MVP, short-term tasks went. For example, start the exchange of orders with the supplier to accept equipment in the program, or start the translation of serial numbers to the regulated accounting database. These were small but difficult tasks that were not obtained on the first attempt.

Annual Equipment Inventory

In the summer of 2024, the customer set a new goal. Inside the 1S:UT, it was necessary to implement a mechanism for inventory of IT equipment. Then the result is sent to the regulated accounting database so that Avito specialists can analyze why the surplus appeared or where the shortage came from.

Previously, the inventory was manual. An inventory was uploaded to Excel, and IT support employees ticked all the equipment.

Our colleague - an analyst for another contractor working in the team - took over the automation of this process. Now the inventory has begun to look new. We connected the internal messenger with the bot, and employees through the bot confirmed that they had equipment. Such automation replaced manual accounting in Excel and, according to the customer's estimates, saved 5,000 man-hours.

The task was completed by November 1, 2024, and the inventory itself was completed in January 2025.

After the inventory of credentials, it became more. Now the customer sees a complete picture: what is stored in the warehouse, what is in operation, to whom and when the equipment is issued.

Work Center for Service Engineers

For service engineers who configure and deliver equipment to end users, they have created a separate workplace in the system. We have developed a process for which registers the equipment should go through and through whom. The workplace recorded every movement of assets.

The task was completed, but a new challenge arose: to redo the 1C functionality for integration with Jira. At the time of writing, we are solving this problem.

Accounting of property of the administrative department

The next big task is to organize the accounting of the property of the administrative and economic department (AHO). We uploaded furniture, appliances and electronics data to the system, including all stools and microwaves.

Previously, the accounting department knew that they had some kind of fixed asset or low-value property. Now you can see all the way to the office, where what is established and who is responsible. The accounting department knows what has been transferred to an external warehouse, and what is operated internally.

Avito has two accounting directions that work according to the same principles, but do not intersect with each other. These are warehouses with IT equipment and AXO. We split their accounting to eliminate the intersection of operations and provided AHO with tools to manage the property. To do this, an analogue of the MDM system was created inside the UT.

With our advent, the process of purchasing equipment has changed. Previously, when reflected in the equipment purchase regulation, serial numbers were requested by Jira. Now the master base for serial numbers is UT, from where the information gets into the regrouchet database. A separate atypical mechanism is responsible for this, which is designed specifically for the internal Avito processes.

IT Support Development

Transfer of accounting from Jira to UT. Before our introduction, equipment accounting was partially kept in the Jira system. Each laptop was created a card and then operated on it in accounting. For example, to put the laptop into operation, you had to go to Jira, change the status of the card and enter the user there. At the same time, the warehouse duplicated the same in the UT. We thought the process could be made more convenient.

We needed to abolish double accounting and automate processes in UT. The IT support will work at Jira as before. But now Jira will become the task manager: we will pick up tickets, process them in UT, automatically generate documents and send back the status "Equipment issued."

Control of consumables. With our help, Avito has control over the issuance of consumables. If earlier an employee requested a keyboard, mouse, headphones or backpack, then the accounting department immediately reflected their write-off upon admission.

We have created a mechanism that shows by whom and when the equipment was received and what its service life is. For example, an employee requests a new mouse. According to Avito standards, mice live for six months. If the service life has not expired, you cannot get the next mouse. If six months have passed, you can. Different equipment is subject to different deadlines.

Unforeseen difficulties

The previous contractor, who was starting to do WMS, chose not a ready-made industry solution for warehouses, but UT. This became a challenge for us, and we built a convenient process, preventing mistakes of the past.

Year for Error Correction

The code we received did not fully correspond to the real Avito processes. We had to abandon most of the code, return to the typical 1S:UT schemes and refine them for the company's tasks. Refactoring took up a large amount of time and resources.

At the start, it was like working with an ax: we sharply cut off the excess. Now, when the system is overgrown with processes, we act jewelry so as not to break anything.

Restructuring of approaches to work

At the start of the project, not everyone perceived us as a full-fledged accounting sector. We were new, and no one was ready to immediately rebuild the processes for the sake of our project. The breakthrough happened by the end of 2024, when all colleagues realized the value of our work and saw the real benefit of the system.

We managed to convey a simple idea: if we introduce a new accounting loop, everyone will have to move a little. You can't expect 1C to magically integrate into old processes. It was a difficult restructuring path that required changes in approaches to work.

For example, earlier buyers indicated general categories of equipment like "accessory" in orders. It could actually be a mouse or microphone order. When the warehouse came up accepting orders, it became a problem. The system did not understand which accessory was coming to the warehouse.

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Фото: Implecs

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Фото: Implecs

We proposed to detail the item, but faced restrictions: in the UI database, buyers did not have access to all the folders of the item, and part of the orders were formed in the Document Management system. To establish the acceptance process, we had to rearrange the cross-functional interactions and adjust the data exchange between Jira, DoR and CU.

Building processes from scratch

Despite the high level of organization of the company, we came to a new direction where the processes had to be built. Usually, a finished process is taken, translated into 1C and implemented. We had the opposite: we introduced processes and finalized them.

As contractors, we didn't know all the intricacies of the inner kitchen, so sometimes we guessed how it should be and sometimes we didn't. For example, we could draw a process in three steps, and the customer said: "Between the first and second, you need to add two more stages." I had to refine on the go.

At the MVP launch stage, there was no time to coordinate processes - sometimes there were simply not enough people. We created the system based on our vision, and users only then reported what was working and what was not. Sometimes the development went faster than the coordination of processes - such is the truth of life.

We sought to launch MVP faster, realizing that we would "change shoes" on the fly. Now we are moving away from this approach and are trying to implement only coordinated processes, but at the start it helped the project take off.

Deeply customized systems

Avito is a huge organization where all 1C: Holding Management systems, Document Management, ZUP are highly customized. We had to spend a lot of time figuring out how everything works. The study of complex relationships turned into a separate task.

Each process required deep analysis so that our system could interact with them. We did not just configure UT, but literally built it into the complex Avito ecosystem.

Result

Thanks to the warehouse management system, Avito has a detailed accounting of equipment. Previously, the accounting of mice and keyboards was not configured in a single system - everything was written off immediately after the purchase. Accounting for laptops in Jira was inconvenient: the data was collected, but it was problematic to get understandable reports from them.

We made a difference. The 1S:UT-based WMS system made it possible to generate clear reports showing where each device is located and who has it in use. Data on arrival and issue dates will soon be added so that the entire equipment history is in one place.

Thanks to the expertise and experience of implecs specialists, the requirements were updated in a short time and MVP was launched for basic warehouse operations, as well as operational support for users in the PED period was organized. This project made it possible to take Avito's inventory to a new level, namely, to create the necessary control and managed environment, Gleb Elpatyevsky, Avito product manager.

Every day, our system processes about 1,000 documents and manages the accounting of 40,000 pieces of equipment. The goal is to make WMS the main source of reliable information about the customer's assets by the end of the year.

Duration. We started the project in March 2024 in a puzzling format. New goals appear constantly - the customer has big plans to improve and develop the system. At the time of preparation of the material (April 2025), the end of the project is not yet visible.