Shakhty ceramics (1C: ERP Enterprise Management 2.0)

In January, 2019 the implementation project 1C: ERP Enterprise Management 2.0 and 1C: Document Flow 8 CORP at the Shakhty Ceramics enterprise was implemented.

Before start of an agile-implementation project of the ERP system based on "1C:Enterprise 8 of BUILDING ERP Enterprise management 2 + Documentooborot KORP", at the enterprise was used the Microsoft Axapta financial system (updating of 2013). The Microsoft Axapta system was strongly finished and the project cost of updating was equivalent to cost to implementation of a new ERP system. Proceeding their economic benefit, the decision on implementation of the ERP system based on "1C:Enterprise 8 of BUILDING ERP Enterprise management 2 + by Documentooborot KORP" in the most standard functionality was made.

Project Objectives

• Maintaining in uniform base of the regulated and analytical financial accounting, the general NSI, automation of treasury, purchase management (including ensuring requirements using a supply chain), a MRO, sales management and transport logistics;
• Ensure functioning in the system of users of 6 legal entities (the plants + retail chain stores), with formation of both the individual, and consolidated statements with elimination of intra group transactions (interkampana);
• Ensure functioning not less than 800 users (including not less than 400 competitive sessions), with a capacity of transactions of 10 million lines a year without performance penalty within 5 years;
• Minimization of total cost of ownership an information system (TCO) and providing opportunities of further development of a system due to the maximum use of opportunities of parametrical setup of the standard drawing solution on a modern technology platform and observance of standards of development and documentation of completions.

An opportunity to stop a system for data transfer or accomplishment of scheduled works for the term of more than an hour was absent.

Also announced changes of the legislation, in case of unsuccessful attempt of transition, meant a stop of core business, the project had to be executed anyway. The risk had to be not minimized, and is reduced to zero.

The only way of 100% of a guarantee of operability of a system was gradual transfer of operational blocks (purchases, planning and ensuring requirements, inventory accounting, sales, treasury) to the implemented system smoothly from use of a historical system on other blocks (including preparation of the regulated and management reporting).

Additional complexity was the fact that it was necessary to integrate end-to-end processes in two systems with cardinally different data structure and approaches to reflection of transactions. High extent of customization of a historical system created additional difficulties. The majority of integration had to be brought to operating condition already in working base. Many problems could be revealed only on the basis of experience of use of the made developments. For the solution of the tasks set by management of the customer the framework of Scrum which provided an iterative incremental development approach, regular start (each two weeks) of the developed functionality in working base, and effective collecting of a feedback from users for operational making changes in project solutions was selected.

As a result quick entry of functionality in commercial operation allowed to reduce a project payback period in comparison with popular cascade approach in which useful use of functionality begins only at the very end of the project.

The applied lean-approach which provides concentration of focus of attention to values for the customer allowed to provide effective interaction and credibility between a Scrum-team of the contractor and project team of the customer.

For the organization of failsafe asynchronous exchanges for speeds close to real RabbitMQ message broker was used, and for rapid development of integration from 1C BIT was used . Adapter. Quality control of the code was exercised using SonarQube.

Separate subsystems based on "1C:Enterprise 8 of BUILDING ERP Enterprise management 2 + Documentooborot KORP" were put in a project deliverable in industrial operation that allowed to achieve all objects set for the project.

The Following Tasks Were Performed:

• Collecting and requirement analysis of the customer to an automated system
• Planning of stages of works, drawing up job schedule
• Creation of interfaces and sets of user rights
• Integration into third-party automation systems
• Initial settings of standard/industry solution (program) to start accounting
• Input of opening balances / the help when entering opening balances
• Data transfer from the previous automation systems
• Distance learning of users
• Installation and setup servers DBMS

The Following Functions Were Automated:

• Document flow (ECM)
  • Accounting of agreements
  • Accounting and document storage

• Purchases (supply) and vendor relationship management
  • Settlement with suppliers
  • Order placement to suppliers
  • Purchase planning
  • Vendor relationship management
  • Supply chain management
  • Accounting of non-invoiced deliveries
  • Accounting of arrival of Inventories
  • Formation of the payment schedule to suppliers

• Different industry specifics
  • Production, services

• Other
• Sales management, logistics and transport (SFM WMS TMS)
  • Sales (sale), service, marketing
  • Warehouse and logistics
  • Transport

• Finance, management accounting, monitoring of indicators
  • Cash management (treasury)
  • Management accounting
  • Accounting is accounting, tax, budget, including the regulated reporting
  • Financial analysis

• E-document flow with partners
  • Integration (embedding) of BED