System implementation of control over retail gives effect

The 1C: Accounting and Trade company (BIT) completed the project of automation in ARTUM company. The solution "1C: Retail 8" is implemented.

Background of the project

Earlier in the company it was used by software which did not suit the management as there was no opportunity effectively to manage customer relations and to plan sales. The program did not allow to make out agreements with different delivery conditions and to control accomplishment of these conditions.

For the solution of a number of tasks the project of automation of the main business processes of the company using a system on the 1C:Enterprise 8 platform was initiated.

The product "1C: Retail 8" was selected.

Conducting works

The project is executed within three months. 22 jobs at head office and five retail stores are automated. At head office the 1C: Trade Management 8 program, in remote branches - the solution "1C: Retail 8" between which data exchange about cash receipt and a goods turnover is implemented is installed.

In a project deliverable the main business processes of the company are automated:

• Sales management (wholesale and retail);
• Inventory management;
• Purchase management;
• Cash management and settlement;
• Sales planning and purchases;
• Customer relationship management (CRM);
• Pricing;
• Formation of the analytical reporting;
• Monitoring and efficiency analysis of a trading activity.

As result: Speed of shipment of goods to clients and service of retail buyers is increased by 30%. Implementation of a subsystem of CRM allowed to increase customer service quality and labor productivity of employees, as a result sales volume increased by 10%.

For 15% delivery date of the purchased products was reduced by a warehouse thanks to the used management subsystem by purchases.

Time of calculation of discounts and margins was several times reduced. In the company there is separation of clients into groups on the volume of purchases: large, average, small wholesale and retail. Before automation of a discount and a margin for clients several hours were calculated, the discount for each wholesale buyer was individually approved with the management and calculated manually. Charge of the fixed discount for regular customers is automated. For other clients depending on the volume (large, average, small wholesale) and frequencies of orders a system automatically calculates a discount.

Acceleration factors

Time of drawing up plans of income and expenses was three times reduced, formation of the cash flow plan and carrying out the plan-fact analysis at the expense of the had opportunity of formation of sales plans and purchases accelerated.

Considerably information exchange about existence of goods between remote outlets accelerated. The management quickly obtains information on cash receipt and sales of goods from branches.

Due to control automation products remaining balance in warehouses succeeded to avoid overstocking of a warehouse.