UAZ-Auto Component switched to 1C:ERP

2024: Moving to 1C:ERP

UAZ Auto component"" moved 1S:UPP from to. 1C:ERP The company 1C announced this on September 18, 2024.

Implementation and transition took a year and a half. After pilot operation, the customer completely switched to 1C:ERP

The management of UAZ-Auto Component set the task to switch from UPP to ERP. Manufacturing Plant Management is a program that is no longer supported by 1C. This product is morally outdated and, most importantly, has ceased to meet the requirements of modern legislation.

The second task is to use the typical ERP functionality as much as possible when switching. The old 1S:UPP was greatly modified and now the customer wanted to use the finished solution with minimal modifications.

transition procedure:

• We started with an examination. We talked with the customer's employees, determined their needs, found out the nuances, drew and described business processes.
• We conducted modeling. We saw how workflows will fall into the new ERP.
• Have been approved. We determined what improvements will be needed and what will be implemented by the standard functionality. We delimited which balances we will transfer, which ones are the customer's employees.
• We drew up technical tasks, completed the development and collected everything in one ERP database.
• We conducted online training for the customer's employees at Zoom to work in the new program.

Although both 1S:UPP and 1C:ERP are needed to manage the enterprise, these are fundamentally different programs. They have a different interface and internal documents. Therefore, employees needed training and instructions for further work.

Sales, warehouse, production, regulated and financial accounting moved to ERP. The customer did not have the most complex business processes, so we transferred all the subsystems at once.

At the beginning of the work, it turned out that the UPP and the database were located on other people's resources. Actually, the decision to abandon the outdated UPP in favor of ERP was dictated, among other things, by the desire to gain technical independence.

The customer purchased the server, and the new 1C was already installed on it. The difficulties, however, were that there was no full access to the UPP. Therefore, I had to look for non-standard solutions for collecting residues from the old base.

At the request of the customer, they developed non-typical procurement functionality for ERP. Procurement takes place through requisitions:

Employees create requisitions → approve them → send them to the buyer, → the buyer creates an order for the supplier.

It's all happening in one place. No need to keep Excel, write applications on paper and correspond in the mail. The buyer sees all the needs at once and does not miss anything.

The Customer shall issue the products with one document "Production without order," as was the case in the AML. Although ERP allows you to conduct detailed analysis of orders with costing in different sections. However, the client decided to temporarily leave simplified production in the production subsystem.

It took so as not to get bogged down in the implementation. The fact is that all the difficulties and nuances at the plant arise precisely in production. Therefore, the customer decided to work in the usual way for the first time after the transition. In the future, switch to the order-based accounting method and production planning.

After the close of the year, the UPP transferred the remnants to ERP. For six months, the customer worked in pilot operation mode. Employees continued to work in the AMR as usual and duplicated operations in the ERP at the same time.

In June 2024, the customer closed the half year in ERP, assessed the result and since July switched to full-fledged work in the new system. The need to keep records in the UPP in parallel has disappeared.

It has become easier and faster to work in the 1C:ERP. Previously, in 1S:UPP, if there was a change in legislation, it was necessary to agree on improvements, wait for them, and at this time somehow restructure the processes so as not to violate anything. The new program meets the requirements of the law and is easily customized for the needs of employees.