The accounting core and document flow are built similarly across industries. The difference lies in what exactly has to be approved, by which rules cost is calculated, and to whom you report. Below is what we meet most often.
For each industry we name not the "benefits of implementation" but the bottleneck the conversation usually starts from.
Cost of goods calculated in spreadsheets separately from accounting, and materials written off retroactively. What is needed is a link between material issue to production, costing and procurement — in one system rather than in three reconciliations.
Many counterparties and contracts, long approval chains for discounts and deferrals. The question is usually one: what exactly stands behind a specific payment and who approved it.
Strict accounting rules, cost estimates and external reporting, filing schedules and document retention periods. Here document flow must follow regulation rather than convenience — and that is built in at the survey stage.
Orders, tariffs, scholarships and catering living in different applications and consolidated by hand. Plus HR document flow with a large volume of standard orders.
Inventory and medicine accounting by batch, patient catering, HR records with shift schedules. Document flow with demanding access rights and change logs.
Vehicles, fuel cards and drivers as a distinct accounting object. Transport costs should be visible separately instead of dissolving into general administrative expenses.
Long contracts with milestones, acts and advances, procurement tied to a specific site. The main question is how much has actually been spent on a site as of today, not as of last closed month.
A large fixed-asset base, repairs and scheduled maintenance, procurement against a plan. Plus external reporting that has to be assembled from several accounting layers.
Discipline in contract approval, demands on audit trails and access segregation. Here there is usually no shortage of systems — what is missing is a single document route between them.
Industry specifics define configuration, not architecture. These four things have to be built in every case.
From initiation through signing to storage, with an owner at every stage. Without it, industry-specific configuration rests on nothing.
A role model and row-level access: a department head sees their own cost centres, not the whole organisation's budget.
A change log for documents and amounts. In regulated industries it is a requirement; elsewhere it is the way to answer "who changed this" in a minute rather than a week.
Industry and accounting systems that stay in operation must receive data automatically. Otherwise manual transfer simply moves to a different place.
We do not claim industry experience in advance: if your industry has specifics we do not know, that surfaces during the survey and is built into the estimate. The order of work is on the How We Work page.
