ERP
An ERP implementation rarely starts from a blank page — more often we add modules or an integration layer that connects warehouse, sales, finance and production with what's already running in the company (SAP, Microsoft Dynamics, Comarch ERP). We treat implementation as bringing order to the processes the system is meant to lock in, not as a purely IT project.
Companies that trusted us
The basics
What ERP is and why implementations so often drag on
An ERP system brings a company's processes together in one place: warehouse, production, purchasing, sales and finance. Its value doesn't lie in any single module, but in the fact that data entered once is visible wherever it's needed — the stock level the sales rep sees is the same stock level accounting sees. ERP implementations have a well-earned reputation for being long and difficult, but the cause rarely lies in the technology. It lies in the fact that the system forces you to write down processes that aren't documented anywhere today — they work because specific people know how to run them. This stage uncovers discrepancies nobody noticed before, and it's this stage that takes time, not the configuration.
To be honest: not every company needs an ERP. With one warehouse, a simple product range and outsourced accounting, a good warehouse system plus a good accounting firm do the same job for a fraction of the price. ERP starts to pay off when the number of places where the same data is entered by hand is too many to count from memory.
See a selection of projects we delivered
A home-cooked meals marketplace with Wolt delivery – selling your own food legally
Client: HomeChefs
Industry: Food Industry / FoodTech
Moving from mobile to web without losing users or business logic
Client: SkinApe
Industry: Entertainment / GameTech
„Delivered on time, and even better than we expected. The beta version they built allowed us to secure further funding for development.”
Przemysław Tomczyk — Firm owner & Assistant Professor, Kozminski University
Review from Clutch
How we work
How we run an implementation so it doesn't stall at the analysis stage
We start with one area, not the whole company. We choose the one where the pain is greatest and measurable — usually the warehouse or orders — and get it working. Only then do we add the next ones. "Everything at once" implementations are exactly the ones that take years. Each area follows the same path: mapping the process with the people who carry it out, configuration, data migration, running in parallel with the old system for an agreed period, and switchover. Running in parallel is costly and can't be skipped — it's the only moment when the differences between what the system calculates and what the company knows come to light.
On your side are the people who know the processes, decisions about which way of working stays when departments do the same thing differently, and the data to migrate. On our side are analysis, configuration or development, integrations and training.
The timeline depends on the number of areas and how many processes need to be settled between departments. The latter is usually the bottleneck, and it can't be sped up technically.
Decisions
Decisions that cost the most when they're made too late
An off-the-shelf system or a custom one. An off-the-shelf ERP will force you to adapt your processes to the tool — and that's usually a good thing, because those processes are well thought out. Modifying an off-the-shelf ERP is the most expensive route of all: you pay for the solution and for reworking it, and every update clashes with your changes. A custom system makes sense where the process is a competitive advantage, not just a habit.
Which area first. Not the most important one, but one where the results show quickly and that involves people who are ready for change. The first rollout either builds trust in everything that follows or destroys it.
What to do with historical data. Migrating the full history is expensive and usually unnecessary. More often, open items plus a read-only archive are enough. It's a decision about cost, not technology.
What not to do. Don't roll everything out at once. Don't skip running in parallel with the old system. And don't replicate a process you yourselves say is bad — this is the only moment to simplify it.
Scope
Modules and integrations instead of a revolution
We define the scope based on how the company works today: where a document is created, who retypes it, where a spreadsheet nobody planned has appeared. Only from that do we work out what's a module to build, what's an integration and what's a process to change without writing a single line of code. For us, implementation means bringing order to the processes the system is meant to lock in — not a purely IT project. We design the system with people from the shop floor and the warehouse, not just with management: screens built for scanners and tablets, a minimum of clicks in repetitive operations, and resilience to working in gloves and on weak Wi-Fi. That's usually what decides whether the team starts using the system or works around it with a spreadsheet.
Ownership stays with you — the code, the data and the direction of development, with no dependence on an external vendor's price list.
Integrations
Data entered once, available everywhere
The most common problem companies come to us with isn't the lack of an ERP, but islands: the warehouse in one system, invoices in another, orders in a spreadsheet. We build a layer where a document entered once flows through all systems — with validation and an event log, so every discrepancy can be traced back to its source. At the start, we settle one thing that later prevents most failures: which system is the source of truth for price, stock and documents.
We most often connect with ERP and accounting systems (Comarch ERP XL and Optima, SAP, Microsoft Dynamics, enova365, Subiekt), warehouse and production (WMS, barcode terminals and scanners, MES, EDI with business partners), document workflows (KSeF – Poland's national e-invoicing system, e-signatures, invoice OCR), payments and banking, and online sales. Where a system has an API, we sync data directly. Where it doesn't, we use exchange files or an intermediate database on our side.
Phased rollout
Rolling out ERP in stages, without bringing the company to a halt
Instead of launching every change on one day, we split the rollout into smaller stages. We start with the process that has the biggest impact on day-to-day work, then add further modules and integrations. Each stage includes testing and preparing the data and the users. Where the project risk calls for it, the new and existing systems can run in parallel for an agreed period.
We took a similar approach with automating contracts and payments for Balticon, among others — in stages and without disrupting day-to-day operations.
FAQ
Questions we hear before an ERP implementation
- ERP (Enterprise Resource Planning) is a system for managing a company's core processes — sales, warehouse, purchasing, production and finance, for example. Its main advantage is a shared data flow between departments and reduced need for manual data re-entry.
- The cost of an ERP implementation depends on the project scope, the number of processes and users, integrations with other systems and the scope of data migration. Features requiring custom development also have a significant impact on the price. That's why a quote is best prepared after analyzing the company's specific processes.
- There's no single answer. The timeline depends on the number of areas being implemented, data quality, integrations and the speed of decision-making within the organization. That's why we prefer phased implementations, where different parts of the system go live independently.
- Not necessarily. For many companies it's more cost-effective to extend the existing ERP or integrate it with other systems. Replacing the entire solution makes sense when the current technology or architecture genuinely limits the company's further growth.
- Yes. An ERP can exchange data with warehouse and production systems, online stores, CRM, financial and accounting systems, payment providers and BI solutions, among others. The scope of integration depends on the technical capabilities of the systems in use and the available APIs.
- An off-the-shelf ERP is usually a good solution if the company's processes are standard and can be mapped to existing modules. A custom system is worth considering when the way the business operates is unusual, represents a competitive advantage, or when ready-made solutions require too many workarounds and modifications.
