RusClimat (1C: ERP Enterprise Management 2.0)

2018: Transition to the system of management accounting based on 1C: ERP Enterprise Management 2.4

Before start of implementation of the ERP system based on "1C:Enterprise 8. ERP Enterprise management 2", in the organization was used a system based on "1C: Manufacturing Enterprise Management" which was used by several legal entities, was strongly finished, and its support was performed by a third party, because of it rapid response to requests and specifics of the growing business was impossible, there were difficulties with the organization of timely updating of a system and user support.

Key project objectives: 1. Consolidation, optimization and increase in efficiency of business processes of the company. 2. Increase in management efficiency and control. 3. Development of the company, profit increase, business capitalization growth. 4. Obtaining competitive and strategic advantages of the company

The trade and production holding "RusClimat" was transferred from outdated, more than 10 years of the developed and finished configuration 1C: Trade Management 8 on a system based on "1C: ERP Enterprise Management 2 + Document flow PROF". The decision on transition was made in view of reorganization of holding, merge and integration of legal entities of the company. The updated approach to creation and consolidation of processes, potential for business development and according to a system while at the used system of an opportunity were limited was required, and development became economically less and less reasonable. The holding is territorially dispersed and has wide geography of sales and also from warehouses of the company of shipment are performed round the clock that complicated deployment and system maintenance. Moreover, in total in a system at the same time work about 1700 people that imposes high requirements to system performance and separate transactions and also to setup of infrastructure. After labor cost system implementation on order processing were reduced by 10%, time required on preparation of the management reporting was reduced by 20%, and operating and administrative expenses were cut down for 5%.

System implementation occurred by means of Agile of approaches, using Scrum and Scrumban of frameworks. The scheme of customer interaction assumed close harmonious work. All difficult, tangled and contradictory questions understood jointly, and completions in a system became proceeding from real need, but not a historical context. Planning of changes and prioritization of tasks were performed proceeding from relevance at the moment and also survival of changes in business.

Formation on the party of the customer of strong team of support capable to independent development and updating of a system for cutting of costs both for implementation, and for support was one of project tasks. Therefore work on the project was conducted by the combined team of development. For solving of tasks of high-quality communications, coordination of a command, problem definition, the general use significant for the project and the system of information modern tools Jira Confluence, by Slack, BitBucket were used.

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 the BIT was used ". Adapter".