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Currently companies are facing the digital era, the question is how far the data in the company is managed properly, not only a matter of accuracy but also security, convenience and orderliness.

There is no need to use ERP (or integrated system) if the business process is still simple. It used to be possible, but now it is impossible to ignore the use of integrated systems within the company. Why ?

  1. Our current business pattern has been influenced by mobility or business formations out there. Example: now merging data does not only apply internally. The "data exchange" cooperation model started using the API method, in the past it might still be a floppy disk, CD, USB or email. Now it's an API (Application Programming Interface).

  2. The development of technology in the company's internal now is not completely something that can be controlled and controlled by the company. When I'm ready, I'll use it. There is technological pressure from other business partners. Especially now that there are many startup-based companies that have definitely adopted today's technology.

  3. Digital technology has the potential to reduce company costs. It's just a matter of how far the company can optimize the existing infrastructure and start collaborating with other companies that support it (online mobility)




3rd Party Apps

Software Infrastructure & Business Process

Business Plan and Business Model

Server and workstation infrastructure

But why, many companies fail to implement ERP/Integrated System technology?, this is the blind spot in our opinion:  

  1. The company's adaptation process is disrupted, usually because there is a legitimacy process that processes in the system must follow the current work process. There should be a "bargaining" process so that the value of customization in the system is no more than 5% of the total modules used/existing processes. Customization will have an impact on the company's dependence on vendors, which may need to be underlined. Unless the company really buys a 100% customized ERP/integrated system.

  2. The selection of suppliers is too hasty. Regardless of the supplier's background, the supplier's ability to implement ERP in the same industry. This becomes very important, because suppliers will become long-term business partners as long as the company uses the ERP/system.

  3. Assume that ERP is a financial system not a corporate system.  Plus there is no good project handling. So that the equality of processes does not become balanced between one department and another.

What can we do to help,

  • Internally we will be involved in the project team as well as the creation of FBP (Optional, Flow business Process - see Process Management ),

  • Carry out a negotiation process between the supplier and the project team in case of disagreement and find a middle way according to the GPB that has been made.

  • Ensuring the company simplifies the process after implementing the ERP/integrated system

Service Code


Rates by scope  


The scope and cost of investment work depends on:  

  1. The complexity of the existing processes, and how much the process differs from business processes in general.

  2. The current state of the software infrastructure (used, number of users, number of software)

  3. Personal competencies that exist today.

The services we offer are not only for companies that will implement ERP/integrated systems, but also for:

  • Those who are already using ERP/integrated systems but not optimal

  • In the process of implementation, but not according to schedule

  • Those who want to develop an integrated ERP/System that is currently running

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