Grain Export (1C:ERP. Holding Management)

2025: Implementation of "1C:ERP Holding Management"

Company Information and Project Prerequisites

The company operating in the Southern Federal District of the Russian Federation previously used 1C: Manufacturing Enterprise Management (UPP), configured and finalized for 10-15 years. However, in recent years, the system has not been updated, which has caused a decrease in performance, obsolescence of functionality and limited opportunities for implementing new solutions. The accounting architecture included modified blocks, such as quality control accounting and MR, which were not included in the first place of the project, but created difficulties when switching to a new platform.

The main task was to completely switch to the 1C:ERP Management of the holding system, while maintaining the key accounting and operational processes configured earlier. At the same time, an important requirement was to maximize the use of standard platform mechanisms without deep customizations.

Project Objectives and Objectives

The project was aimed at introducing an information system: 1CERP Management of the holding to create a unified corporate environment that ensures the completeness and reliability data necessary to make informed management decisions.

Strategic goal: to create an efficient and high-speed accounting system that automates the registration of operations, calculation, planned calculation and forecasting of gross profit. Special attention was paid to the accurate accounting of material costs, cost and financial results for all divisions.

Short-term goal: basic accounting automation by analogy with AMR, with simultaneous optimization of accounting, tax and operational accounting.

Key project objectives:

• Registration of data for accounting, tax and management reporting;
• Automation of business processes: NSI, planning and budgeting, sales, procurement, logistics, treasury;
• Preparation of regulated and management reporting.

Implementation features and uniqueness of the approach

The project was implemented in six months, including testing, while migration from the UPP took only four months - this was an important achievement. The main focus was on setting up the regulated accounting and operational loop.

Project features:

• Maximum use of typical functionality without complex modifications;
• Implementation of production accounting for works, which are actually services, with detailed recording and distribution of costs;
• Maintaining the logic of accounting for the grain segment without the need to process business processes.

At the start of the changes, it was minimal - the main emphasis was placed on the adaptation and adjustment of basic accounting mechanisms, including VAT control and declarations. This ensured a rapid transition and a high degree of compliance with current business needs.

Solution Architecture and Project Scale

The system was implemented in a single information loop on the platform: 1CERP Holding Management. The architecture turned out to be quite simple: there was no need for distributed schemes and large-scale integration with external systems.

Key points:

• Standard integration with 1C was implemented: Salary and personnel management of KORP;
• Exchange of requests for spending funds is implemented via e-mail;
• Two new business units have been added with associated workplaces and processes;
• Number of automated workplaces - 120;
• The main users were employees of the accounting department and the operations office; the connection of other units went in stages.

Implementation Results and Effect

The project was an important stage in the digital transformation and modernization of processes in the company. Among the key results:

• Successful migration to a new platform in a short time;
• Centralization of accounting and data, ensuring transparency and simplification of control;
• Integration with the RM, which made it possible to eliminate errors that previously arose during the unloading of calculations;
• Optimization of operational processes: acceleration of financial procedures and improvement of accounting accuracy;
• Flexibility and scalability: Ready to expand to other business units.