ProfSnab Region - distribution of building materials
A medium-sized distributor of building materials with regional sales, warehouses and regular payment deferrals, the challenge was not just to “put the system in place,” but to assemble a manageable circuit, from customer request to payment to repurchase.
The starting point
Sales, purchases, warehouse and bookkeeping worked in different tables and chat rooms: managers saw their trades, the warehouse saw shipments, the manager saw the problem only after a deadline or a late payment.
A separate pain was in discounts and receivables: the decision was made quickly, but without a single picture of the client, margin, payment history and current obligations.
What had to be decided
- Collect a single application path: client, specification, availability, reserve, shipment, documents, payment.
- Develop the roles of manager, procurement, warehouse, financial control and manager.
- Make visible delays, suspended approvals and risks on the receivable.
- Give the executive a daily screen of the business status without manually assembling reports.
What did you do?
Described the working model
We have broken down the sales and shipments process into statuses, responsible, control points and management events.
Collected cards and connections.
Business OS has client cards, deals, reserve, shipment, payment and related tasks.
Set up control rules
We added reminders, a queue of approvals, risk statuses and separate control of deferred payment transactions.
Started the management rhythm
We collected a daily review: applications, shipments, delays, margin, receivable, suspended actions.
Results
What's changed at work?
- Overdue shipments fell 31 percent in the first two months of the pilot’s service.
- The manager stopped collecting the summary manually from tables and messages.
- Discounts were agreed based on margin, payment history and current debt.
- The team saw a general list of hovering activities, not just private chat messages.
What the chief now sees
- Funnel of applications and shipments on responsible.
- Control of the debtor by customers and terms.
- The queue of approvals of discounts and non-standard conditions.
- Summary of warehouse, reserves, payments and risks.
Similar cases
Would you like to see a similar process?
Describe where applications, deadlines, responsibilities, data or management picture are currently lost, and prepare the first outline of the solution and a clear implementation plan.