IP Ustinov Pavel Igorevich (Kleverens: Shop 15)

2025: New efficiency standard, or how an individual entrepreneur stopped closing stores for inventory

Where the business "sags"

In retail, 20 years is not just about seniority. This is a whole era: from settlement books to online payment, from shops in the area to the struggle for a client in the digital world. Pavel Ustinov has many years of experience, tens of thousands of goods and hundreds of satisfied buyers. Its network has more than 2,700 square meters of retail space, and at the same time there are about 46 thousand positions in the goods room.

It is impossible to work with such a volume manually. But this is how an individual entrepreneur did for a long time. All work was built on notebooks, pens, paper invoices, trust and responsibility of employees.

And only the inventory, as is often the case with business, was the "weak link" of this entire built and working system. Because stores had to be closed for several days. Employees walked around the halls with sheets, counted goods, then manually entered data into 1C. Mistakes were ubiquitous - strangulations, omissions, discrepancies.

Sellers were constantly confused in the nomenclature, they forgot to contribute something. The amount of work is very large, and it was simply impossible to get by with your hands, paper invoices, pens with notebooks. told Pavel Ustinov

Why doesn't it work?

After the opening of the third store with an area of ​ ​ 1500 m, the ² came to understand that without mobile automation there is nowhere - in the current realities, a pen and a notebook are no longer enough. The volumes began to grow sharply, and people stopped coping. The business owner decided to introduce data collection terminals.

The first attempt to implement shipping documentation in 2020 was unsuccessful due to the underconfiguration of mobile software for data collection terminals and the lack of an integrator. The first inventory took a whole week instead of the planned three days. And in the end - even more mistakes: the positions were raised, the remnants "swam," I had to recalculate everything again.

We realized that we had done a lot more things than we had. I had to start from scratch. told Pavel Ustinov

This experience left a precipitate. But he showed: the problem is not automation, but its approach. To make everything work out, you need the right software, competent configuration and a reliable partner.

An old friend found a solution

A few years later, when the volumes increased again, and marking through the Honest SIGN system became mandatory, the issue of automation returned. This time, the business owner turned for help to an experienced integrator - the company "Logic of Processes," a certified partner of Cloverens.

Ustinov has already encountered software solutions from this developer. But then it didn't work out. Now everything was different: the team of implementers had experience, understanding of the business and willingness to adapt the solution to specific tasks.

Special attention was paid to the new product - "Store 15." It is ideal for retail without address storage, allows you to scan the product right at the rack and works even with large items that previously had to be dragged to the checkout.

We decided to try to'squeeze the maximum' out of the available resources. Moreover, the programmer who accompanied us knew what the software was, how to configure it and how to work with it. reported by Pavel Ustinov

How they began to change processes

From the first days of the project, the integrator team and the client moved according to a clear plan: not just replace pieces of paper with terminals, but build a system that will work taking into account the real specifics of stores. It all started with a detailed analysis of tasks: it was necessary to ensure the mobility of employees, remove manual data entry, organize work with labeling and at the same time not bind people to stationary computers.

Based on these requirements, a new logic of work was built - from the formation of a document in 1C to its implementation at the shipping documentation of right on the trading floor.

The solution included several stages:

• Firmware update on ATOL data collection terminals - due to the outdated version, scanners simply did not see modern codes.
• Integration of "Store 15" with 1C.
• Setting offline mode to work with a weak network.

Now the documents are generated in 1C and automatically uploaded to the shipping documentation. And employees can work with them right on the sales floor, without interrupting the process of serving buyers.

When people stopped fearing technology

The introduction of automation is not just the installation of software and the issuance of mobile terminals. The main test begins when the new system falls into the hands of employees who worked for years in the old fashioned way - with a "piece of paper" and a pen. For them, every change is stressful, and an unfamiliar interface can cause resistance.

And the priority task of the integrators was to make sure that people quickly entered a new rhythm. To do this, the interface on the terminals was simplified as much as possible:

• all unnecessary functions are disabled;
• only three buttons left: inventory, acceptance, revaluation;
• added color hints and error checks.

Color design is one of the indicators that immediately attracted us. It allowed you to quickly navigate where what is located, and not confuse operations, since each is painted in a new color. told Pavel Ustinov

The Logic of Processes team prepared detailed instructions and conducted remote training. After 20 minutes, newcomers could confidently work with shipping documentation.

Inventory during working hours - quite real

The most important fear experienced by companies planning to switch to automated accounting for goods is that the new system will not withstand real loads and will not work as described by those who have already passed this path. Especially when it comes to large-scale operations like inventory, where any mistake can "break" the remnants.

For Pavel Ustinov, this was a real exam: will the system work smoothly while the store is open and customers walk around the hall?

And if earlier the recalculation of goods turned into a catastrophe: the store was closed for a week. Now - everything is different.

The recalculation is carried out by product groups right in the trading floors while the cash desk is working. No downtime. No paper invoices.

The employee takes the shipping documentation, scans the barcode or DataMatrix, the system compares the plan and fact. If there is a discrepancy, this is immediately highlighted on the device screen. And all the shortcomings can be corrected on the spot.

We recalculate products by product group directly during working hours. Two hours - and everything is ready. reported by Pavel Ustinov

What happened: Fewer mistakes, more time

Automation rarely gives results instantly, but in the case of IP Ustinov, the effect manifested itself in the first weeks after implementation. The system worked clearly, the process became transparent, and most importantly, it became clear where the time and money used to go.

The transition to automated accounting using shipping documentation and Cloverens brought tangible results in the first months:

• The inventory was reduced from a week to 2 hours.
• Accounting errors decreased by 90%.
• Sellers no longer carry goods to the cashier - scan right at the rack.

Another important achievement was the online acceptance and sale of labeled goods. Now the storekeeper takes delivery at the ramp, scans the codes - and the data instantly enters 1C and the Honest SIGN system.

And the seller can arrange the sale of cement pallets not at the checkout, but right in the hall. Creates a document on the shipping documentation, punches a check - the buyer pays in a convenient way.

We used to carry goods to the till to scan. Now - everything is in place. Both acceptance and sale are automated. told Pavel Ustinov

When routine is no longer a problem

Automation rarely gives an instant result. More often it works as a foundation: first - the difficulties of adaptation, then - stability, and after a while - new opportunities. IP Ustinov's moment came: what began as an attempt to simply speed up the inventory gradually turned into a system. Now warehouse and trading processes are no longer perceived as a routine load, but become part of an efficient, manageable and scalable business model.

Now stores are operating without stopping sales. The recalculation of goods is carried out directly during working hours, accounting is carried out in real time, errors are minimized. Employees no longer run between shelves and a computer - everything they need at hand at the terminal. This frees up time, reduces stress and allows you to focus on the main thing - on customers and service.

The employee has no fear of doing something wrong, because it is much more terrible to do from a notebook or from a sheet. This is the essence of the changes: the system has become more reliable than humans, and the technology is a natural continuation of work. told Pavel Ustinov

Today, the inventory fits into a couple of hours of calm recalculation into groups. At the same time, the accuracy of accounting has grown so much that confidence in the data has become absolute. Sellers are sure that if the code is scanned - it is correct, and if the document is closed - the data exactly got into 1C and Honest Sign.

It was this sense of control that became the starting point for the next stage. Paul sees where you can develop your business:

• Connect new marking categories,
• Scale the use of shipping documentation to all employees - not only storekeepers, but also sellers,
• Fully automate all processes - from acceptance to the sale of large goods.

We will move on. Since in the terminals we see our future. told individual entrepreneur Pavel Ustinov

What began with one failed attempt is now becoming the foundation of a new culture of governance. Small steps - from inventory to acceptance, from one terminal to a network of devices - form a solid framework for development. And although the path was not easy, the result shows: investments in simple, but the right solutions pay off with interest.

Don't be afraid to start small and pay attention to the details. Sometimes the problem with DataMatrix codes is not at all in the codes and software solution. Do not give up automation due to "minor" difficulties.

Choose a partner, not just software. The Logic of Processes team and Cloverens technical support helped the business reach a new level of accounting. And the simplified software interface allowed warehouse employees to quickly adapt to new realities.

And do not forget that preparing for labeling is an investment. Investment in the company, in development, in the future.

Further promotion and growth of the business is probably impossible without automation and digitalization of processes. And in small steps we can reach for something more. reported by Pavel Ustinov