SAVO Environmental Protection: High-tech environmental protection is on the left, and information management is on the right
Shanghai Saiwo Environmental Technology Co., Ltd.
Management pain points:
I. Information is not timely
The company's headquarters is located in Shanghai, with offices in North China, Central China, East China, South China and municipalities, but information is often not shared in a timely manner, with a certain lag, and customers' orders cannot be confirmed in a timely manner. The coordination and coordination of the departments without the support of the information has led to the extension of the delivery cycle, and it is difficult for the sales service to meet the current customer's requirements for the company's rapid and timely response.
Multi-caliber business data
Sales, warehouse, and financial data are disconnected from each other. The same business boss gets different statistical results, and the decision basis is inconsistent.
Third, unable to quickly get the full picture of customers' sales, inventory and accounts receivable
The company's customers implement the regional general distribution model. Different salespersons are responsible for different regions. The same dealer also has different salespersons operating different projects. The sales performance and accounts receivables of the region, dealers, and salesmen are multidimensional. Refining statistics becomes critical, but has never found the perfect solution to manage.
Fourth, financial and business management bottlenecks
In the sales business, sales and delivery are often directly delivered to multiple end customers under the distributor, while invoicing and settlement are directed to regional distributors, which brings a lot of work and difficulty to the financial department's settlement management and reconciliation. The financial business processing efficiency is low, it is often not easy to find problems, and it is impossible to monitor the business process.
V. Difficulty in information communication in different places
Foreign offices, supervisors, and general managers want to inquire about the sales, inventory, receivables, and credit of customers who have already traded at any time, and check the profile, contacts, historical business opportunities, contact and action records of customers who have not traded at any time. These information Can't get it in time.
I. T6 customer relationship management, achieving overall control of pre-sales and after-sales resources
The sales director can always grasp the following information: all the attention information of potential customers; the background information of key customers of the customer and the relevant contact's support attitude to the project; the customer's business opportunity evolution stage, competition and transaction records; the salesman's action records, work Attendance and sales forecasting to proactively plan, identify problems, and provide timely work guidance. The service director can also learn about the dispatch and feedback of after-sales maintenance services at any time, which improves the response speed and service level of corporate customers.
Second, the sales, procurement, inventory business are unified, standardized management without omissions
Through inventory warning, inventory age analysis, and real-time query of existing and available quantities, it is possible to achieve consistent accounting, reduce the difficulty and time of inventory, solve the trouble of making a lot of manual reports, and reduce the inventory backlog rate. , To improve the security of corporate capital flows. The staff of the purchasing department has real-time knowledge of the inventory in the warehouse, and can place orders with foreign suppliers in a timely manner by combining sales orders and inventory availability, which greatly alleviates the problem of long delivery cycles after customers place orders. Customized sales statistics table, through permission control, allows each salesperson to directly understand the customer's order, delivery, arrival, receipt, billing and other situations, while accelerating the flow of funds, It also improves customer satisfaction.
3. Optimize Finance and Integrate Enterprise Resources
Unified platform management of finance and business, truly realizing financial business integration. Through reasonable inventory classification, definition of sending and receiving categories, and setting of inventory pricing methods, the automatic generation of supply chain business vouchers is achieved, which also greatly reduces the difficulty of manually calculating the cost of products previously. It can query the cost of each product in real time. Accounting for gross profit provides a good basis. Especially in terms of customer management, part of the company's business model is to send goods to terminals or subsidiaries, and the payment is settled with the dealer or the head office. Traditional manual statistics have caused certain disadvantages, and it is not possible to timely collect statistics on each customer's head office. The collection of debts and arrears also increased the workload of financial staff, and the boss could not know the company's capital flow in a timely manner.
Through the integrated management of T6 financial business, the management of customer transactions has been greatly improved. Convenient customer price control enables each customer to automatically bring out the agreed price when placing an order, reducing manual entry by business staff, and significantly improving efficiency. Through the setting of the customer's head office and customer-defined items in T6, the receivables of the subsidiaries are collectively aggregated into the head office for accounting, and the finance staff can automatically generate vouchers for receivables and receivables through receivables management. From sales, shipping, invoicing, settlement and receivables at a glance, clear.
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