Whether an SAP Business One implementation is considered successful can usually be determined by a single question: do you retrieve your product cost from the system whenever you want, or from a spreadsheet prepared by someone?
We carry out our implementations with this question in mind from the very beginning. Costing is not a module activated at the end of the project; rather, it is the result of structuring the chart of accounts, inventory system, production records, and expense allocation to feed into one another from the start. Establishing this chain later effectively means redoing the implementation from scratch.
We apply the same approach to local regulatory requirements. Since we develop our localization and e-transformation solutions in-house, they are not add-ons tacked on at the end of the implementation but integral components of the system architecture. When regulations change, we do not have to wait for a third-party vendor's schedule.
We execute our projects by tailoring them to each individual business, rather than relying on a ready-made template. That is why we measure our success not by the number of projects we take on, but by the rate of projects we complete.
