Solutions "1C: Enterprises" were implemented in the divisions of the American company "Welbor Integrity Service" in Russia and Kazakhstan

2021: Implementing 1C: Enterprise Solutions

On April 12, 2021, it became known that 1C: Enterprises solutions were introduced in the divisions of the American company Welbor Integrity Service (VIS) in Russia and Kazakhstan.

As explained, by automating its activities using cloud solutions on the 1C: Enterprise platform, VIS was able to open 16 regional offices in Russia and Kazakhstan. The 1C: ERP system helped to organize the efficient management of production, inspection, repair and lease of equipment for oil, gas and geothermal wells. Uninterrupted supply of production materials and components is ensured. The cost of production and work performed is calculated accurately and quickly. Seamless integration of 1C: ERP with the 1C: Document Management system made it possible to quickly coordinate documents, terms of commercial transactions and expenses of representative offices. Real-time management monitors the performance of units located in different cities and countries.

To meet both operational and system requirements in the region of Russia and Asia (RCA), as well as in the USA, cloud systems "1C: ERP Enterprise Management" and "1C: Document Management," as well as "1C: Accounting" and "1C: Salary and Personnel Management" for Russia and Kazakhstan were selected.

The project was led by the head office of VIS in the USA (Houston, Texas). The general contractor was the IT company Invasystems (Houston, Texas). Anasoft (Dubai, UAE) was selected as the subcontractor for implementation of 1C solutions.

The implementation was carried out simultaneously with the launch of business in the regions, which made it possible to adjust the project plan to the needs of emerging enterprises. Part of the project was implemented in a pandemic, for this purpose, a completely remote work of all participants in the international project team was organized, which included representatives of the United States, the UAE, Russia and Kazakhstan.

During the project for 2 weeks, the 1C: ERP system was adapted for multi-country accounting, the ability to create reports in three currencies (rubles, dollars and tenge) was added, seamless integration was carried out with all the solutions involved in the project. As a result, for three months, an integrated system based on 1C: Enterprises was deployed in the Russian divisions of the company, and for 2 weeks in the offices of VIS in Kazakhstan. All information bases are located in the public cloud of the Russian provider to comply with the requirements of Russian legislation on the storage of personal data. The top managers of VIS headquarters in Houston are given access to the system with an interface in English.

In total, 150 jobs were automated, distributed to 16 locations in 2 countries.

Key project outcomes:

• Automated production control. Production orders are divided into two types in the system: production orders for pipes and components and work orders (for example, inspection, repair, pipe cutting). When an order is received, the manager can quickly calculate its planned cost. Based on the orders received, production plans are generated - separately for each order type. After the work is performed, the system automatically populates the closing documents for the customer, and calculates the actual cost price. According to the calculation data, it is possible to estimate what costs resulted in the production cost. This allows the enterprise to evaluate the profitability of product production and, based on this data, to correctly choose a production strategy.
• Seamless integration of 1C: ERP and "1C: Document Management" made it possible to organize the prompt coordination of documents, commercial terms of transactions, expenses. All negotiations are performed in 1C: ERP, without switching to "1C: Workflow." You have set up reconciliation routes that depend on activity areas, amounts, and expense types. Up to 10 employees of remote departments participate in the coordination at a time, while avoiding delays and "hanging" of documents from individual specialists. The initiator can monitor the state of the document in real time, and if there are comments from the approvers, quickly make changes.
• Operational centralized procurement management is organized. The staff of the regional offices issue purchase requests in the system and send them for approval to their management. After approval, requests are forwarded to the purchasing department in the central office. Central Office Purchasing processes requests and makes orders to vendors. Based on vendor orders, the system automatically generates receipt documents. The company is prohibited from purchasing anything outside this chain. This procurement management system ensures reliable cost control and avoids unreasonable spending.
• Automated receivables and payables management. Each department generates its own payment calendar and financial plan in the system, and the central office accumulates these plans into a single plan for the company. This helps management to quickly monitor the financial situation in branches, identify deviations and eliminate the causes of their occurrence.
• In addition, timely maintenance of regulated accounting, reporting to regulatory bodies and payroll for 400 employees of representative offices in accordance with the requirements of Russian and Kazakh legislation is ensured.