Rau AITI has implemented the 1C: Management of Our Company system in the Baltic Trading House

2021: Automation of Rau AIT business processes

On September 29, 2021, Rau AITI reported that its specialists automated the work Baltic Trading House.  Using the "1C: Management of our company" system, thousands of lumber items are recorded  in the warehouse,  and sales procurement planning is optimized. Faster processing  and execution of sales orders. Financial planning has been optimized and budgets have been well respected. Management  receives real-time information for monitoring  and analysis of work.

 Since 2001, the Baltic Trading House has been supplying and selling wood, retail wood veneer  and exotic species, materials for providing furniture, productions raw materials for highly artistic works of carpentry.

Every day, Baltiya receives more than 50 orders for the  supply of lumber. The product range has more than 1100 items: MDF, furniture boards, glue, abrasives, carpentry slabs, cutting board , etc.  The trading house has about 45 suppliers,  including  28 main ones. 

For efficient operation, you need to quickly monitor the balances of goods in  warehouses, quickly process incoming orders, plan sales  based on current customer needs  and demand dynamics. The supply of timber directly depends on the  availability of the forest for logging, the quality of source wood, forest fires  and other natural phenomena,  and pricing is carried out according to the  principles of exchange trade. Therefore, the market requires  the company to constantly monitor external information: price control  and availability of lumber.

"Baltic" is systematically developing.  With the growth of  wood purchases and sales, it became difficult for management to analyze a large amount of information  and make strategic decisions.

"There was no discipline,  there were no clear rules  and standards. Each was his own master  and did what he wanted, "- notes Andrei Klimchuk, commercial director of Baltic.

The company began to need an information system that  would allow it to distribute customers into  segments to save time for managers to  work  with them, it was necessary to organize operational accounting of raw materials  and finished products in  the warehouse, to optimize the planning of lumber purchases  in volumes corresponding to demand.

The  project partner was Rau AITI, the 1C: Management of our company was chosen to solve the tasks. It most suited the requirements of the Baltic . Its capabilities made it possible to create a multifunctional CRM system, organize trade  from the warehouse, calculate the requirements for  incoming material  and purchase only current lumber.

Key project outcomes:

•  The key tasks of the company are consistently and expeditiously solved: categorizing a new client, generating reports for the sales, procurement  and warehouse department, forming a check list with  summary information of current transactions for management  and forming a sales  and procurement plan for  future periods. All processes are standardized. The built work system is understandable for employees, which eliminates delays  and speeds up the execution of each next transaction.
• Streamlined customer ordering.  Sales managers receive reports   on who needs to call,  at what time it is best to do so , and what request should be made. Algorithms have been created that prohibit the issuance of the following orders for  customers  with debts.  In addition, a system of user roles has been developed  and the possibility of editing discounts  in the buyer's order document has been opened. Previously, employees spent a significant part of their work time  forming their daily plan, the implemented system significantly reduced the time to compile it.
• The inventory management of the item in the warehouse has been simplified, and a rather accurate purchasing planning has been organized.  The system displays up-to-date information  about the thousands of item items that arrive in  the warehouse. It became possible to analyze the amount of reserves, their  liquidity  and the turnover period. This helped optimize the use of storage space. Lumber, which sells better  - is placed  in more convenient  and faster access than illiquid goods.
• Control over budgeting  and financial planning has been established. A monitoring tool has been created for the management of the company, which provides statistics on  financial indicators  and volumes of incoming  and shipped products. It became possible to track limits on  cost items , and all work is now carried out  in strict accordance with the  company's budget.

After starting  work at 1C: Managing Our Company, management reports   a 50% increase in profit  and is seeing a gradual increase in the average check.  In the immediate plans of the Baltic  - moving to a warehouse  with a larger area. Management perceives the expansion plan as a key indicator that demonstrates the effectiveness of optimizing  and automating management tasks.

"From  Rau AITI , we got what we wanted. To collect analytics  in the sections we need, developers had to implement insanely complex algorithms.  As a result, we  got a system that ensured the effective solution of the company's tasks. The manager  in "1C: Management of our company" creates an order, clicks  the button   and the order immediately goes into  work. For each  of the departments  in the system there is the necessary information,  and this information is received literally  in second mode.  As a result , we have speed - the most important criterion that our client needs, "- notes Andrei Klimchuk, commercial director of TD Baltiya.