Case study
It was never an ERP problem
Excelso 77 sells coffee, courses, equipment and repair. The discovery account records course leads arriving through a Google Ads funnel and handled over email and WhatsApp without a CRM, walk-in sales carrying commissions calculated monthly with little visibility, machine sales run on monthly demonstrations and a locally built ERP described as basic, consumables ordered over WhatsApp.
On the production side: raw coffee roasted on one of three roasters without input/output control, and three people cleaning the roasted product by hand before packaging. None of that is a separate software request. A course enrollment, a machine sale and a recurring coffee order have different units and cycles, and a raw-coffee receipt is not the same item state as roasted output.
Which is why this was never a question of selecting an ERP. Adopting one platform can reproduce ambiguity instead of removing it: where a stream's completion event is undefined, a shared system inherits the confusion rather than resolving it. Those events, and their owners, get defined first.
Improving one isolated step can leave the real constraint untouched. That is the argument for starting with the operating process, its units and its responsibilities, before agreeing that a new application solves it.
What this record establishes
A detailed, source-reported diagnosis of the operation and its scope.
What it does not: Which recommended modules were deployed remains unresolved, and no quantified operating improvement is claimed.
If this resembles your situation, the next step is a conversation about your specifics.
Discuss a similar projectEach case study describes a real engagement or venture, and states what its record establishes and what it does not. Clients and partners keep ownership of their own expertise, delivery and results.