You probably need this if…
- The same data gets entered two or three times in different systems.
- Approvals happen over WhatsApp and email, with no record of who decided what.
- Your ERP module doesn't match how the work is really done, so people work around it.
- Month-end takes a week because reconciliation is manual.
- Nobody can say who owns a process end to end.
What's in scope
Process discovery
Interviews and walkthroughs with the people doing the work, not just the managers describing it. Current-state maps for the processes that matter most.
Fit-gap and redesign
Comparing current state against what the system can do out of the box. Separating genuine requirements from inherited habits, and designing the target process.
Controls and segregation of duties
Who can approve what, at what threshold, with what evidence. Designed in rather than bolted on after an audit finding.
Workflow automation
Approval chains, escalations, SLA rules, scheduled actions, notifications and straight-through processing for the routine cases.
Document and data flow
Invoice capture and OCR, bank reconciliation, digital signatures, and removing the re-keying between systems.
Measurement
Cycle-time, exception-rate and throughput baselines before, and the same measures after, so the change is provable.
How we approach it
- 1
Map
Current state, with the people who run it.
- 2
Measure
Baseline cycle times and exception rates.
- 3
Redesign
Target state, with controls and owners named.
- 4
Automate
Build the workflow into the system.
- 5
Prove
Re-measure and hand over the process documentation.
Yours at the end of the engagement
- Current and target process maps
- A decision log of what was changed and why
- RACI for each process
- Control matrices
- Before/after measurement
Relevant experience
Redesigned procurement and approval workflows during ERP migration for a multi-entity telecoms group.
Built helpdesk and ticketing workflows with SLA automation that improved customer response times (Germany).
Connected online orders, POS, kitchen, inventory and accounting into one flow for a multi-branch fast-food chain (Pakistan).
Common questions
Is this consulting or delivery?
Both, and that's deliberate. We map and redesign, then build what we designed — so the recommendation and the implementation don't get lost between two vendors.
Do you use a specific BPM notation?
BPMN where the process is complex enough to warrant it, plain swimlanes where it isn't. The map is for your team to use, not for a certificate.
Can you do this before we choose an ERP?
Yes, and it's often the right order. Knowing your target processes makes the system selection much less of a guess.