Build · Services
ERP work at Fidova covers the whole life of the system — selection, implementation or custom build, module design across finance, supply chain, manufacturing, and people, integration, migration, and support after go-live. We are not a reseller or a single-platform shop, so our advice on what to buy and whether to build is not steered by what we happen to sell. Most ERP programmes are decided before a platform is chosen, in the quality of the requirements, the readiness of the data, and the clarity of the control design, and that is where we concentrate. Established ERP is our default recommendation, with a custom or composed solution reserved for the operating model that genuinely does not fit one. Because finance and governance expertise sit in the same firm, the areas where ERP value is actually realised are joined up rather than scattered across vendors.
In short
Fidova's ERP advisory and delivery covers ERP selection and implementation, custom and cloud ERP, module design across finance, supply chain and HR, integration, data migration and support. We advise independently on the decisions made before a platform is chosen and deliver the work afterwards, so requirements, data readiness, and controls are settled while they still shape the outcome.
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What we do
Define requirements, process decisions, and data readiness before a platform or partner is chosen, so the selection is honest. A selection run against clear requirements and a realistic view of the data exposes which vendors are actually a fit and which are selling a demonstration. The output is a decision you can defend rather than one driven by the best sales process.
Configure or build the modules the business runs on, with the standardise-or-differ decisions made explicitly rather than left to default. We record why each departure from standard exists, so the configuration stays understandable and upgradable. The result is a system that matches how the business runs without accumulating customisation nobody can later explain.
Establish ownership, cleansing, and validation for master and transactional data ahead of cutover. We assign owners to each data object and build checks that prove readiness rather than assume it. That turns cutover into a controlled event instead of the point at which data problems first surface.
Connect the ERP to surrounding systems and deliver reporting from defined sources with agreed definitions. We fix what each number means and where it comes from, so reports reconcile instead of contradicting one another. Leadership then works from one trusted source rather than arguing about whose figure is right.
Design approvals, segregation of duties, and audit trails into the system rather than compensating manually afterwards. Working with our governance practice, we turn control needs into role and approval design before build. That meets audit and compliance obligations through the system itself, keeping manual workarounds and their risk out of the process.
Prepare the people who use the system daily and plan stabilisation and ongoing support honestly. Adoption is treated as programme scope — role clarity, training in the users' own language, and support through the period that decides whether the change holds. We would rather plan a realistic stabilisation than declare success at go-live and leave users to cope.
Sub-services
Each service below has its own page setting out the work, the deliverables and the questions buyers ask before starting.
ERP consulting and implementation covers selection, process design and delivery of an enterprise system your business can actually operate. It spans the work from first requirement to a stable go-live, keeping the decision grounded in how you operate rather than in what a product can be made to do.
Custom ERP development builds a tailored enterprise system where standard products genuinely cannot support the operating model. It is justified only when a core process is both unusual and central to how you compete, because a bespoke core becomes a long-term ownership commitment.
ERP modernisation and migration moves an ageing enterprise system to a current platform without losing operational continuity. The hard part is rarely the new platform; it is carrying across data, integrations and undocumented behaviour the business has quietly come to depend on.
ERP integration connects the enterprise system with other applications so data flows reliably and consistently. Done well it is largely invisible; done badly it produces silent failures and figures that disagree between systems for days before anyone notices.
Cloud ERP delivers enterprise system capability as a subscription service, changing the cost, upgrade and control considerations rather than removing them. It trades capital outlay and infrastructure work for a recurring cost and an upgrade cadence set by the vendor.
ERP finance and accounting covers the ledger, payables, receivables, banking and period close within the enterprise system. It is the part of the ERP where accuracy and auditability matter most, because everything else ultimately posts here.
ERP procurement covers requisitioning, approval, purchase orders, receipting and supplier invoice matching. Its purpose is to make controlled spending visible and to ensure the business only pays for what it ordered and received.
ERP inventory management controls stock levels, movements, valuation and accuracy across locations. It is where tied-up cash and service levels meet, which is why uniform parameters so often produce both high stock and poor availability at once.
ERP warehouse management controls locations, putaway, picking and dispatch within the four walls. It is where system accuracy meets physical reality, so a design that ignores the actual layout and order profile rarely survives contact with the floor.
ERP supply chain management connects demand planning, procurement, production and distribution into a single flow. When that flow is broken, planning migrates into spreadsheets and the plan the system produces is quietly ignored.
ERP sales and order management covers quotations, order capture, pricing, fulfilment and invoicing. When it works, orders flow from capture to cash without intervention; when it does not, staff correct prices by hand and the business issues credit notes to clean up the mess.
CRM integration connects customer relationship management with the ERP so sales and finance work from the same customer data. The failure mode is familiar: two customer records, quotes the ERP will not honour, and a sales team that cannot tell whether an order shipped.
ERP human resource management holds employee data, organisational structure and core HR processes. It is the authoritative source the rest of the business should draw on for who works where, under what terms and with what access.
ERP payroll management calculates pay, deductions and statutory obligations and produces the required filings and ledger postings. It is unforgiving: an error is visible to every employee on payday and expensive to put right afterwards.
ERP manufacturing and production planning covers bills of material, routings, planning and shop floor execution. It only works on accurate foundations: when BOMs, routings and capacity data do not match the plant, the plan is visibly unworkable and the floor reverts to the whiteboard.
ERP project management tracks project structure, budgets, costs, billing and revenue recognition. Its value is in making cost and revenue visible during delivery, when there is still time to act, rather than at completion when an overrun is only a finding.
ERP asset management tracks fixed assets, depreciation, maintenance and disposal across their life. A register that cannot be tied back to the physical assets it claims to represent eventually fails audit, however tidy it looks on screen.
ERP quality management handles inspection, non-conformance, corrective action and traceability. The test of a design is a recall question: whether you can trace an affected batch through to the customers shipped in minutes, or only after days of manual investigation.
ERP vendor management holds supplier records, terms, performance data and compliance documentation. It is also where a specific fraud lives: payment diversion almost always exploits a weak bank-detail change process rather than anything more exotic.
ERP customer and service management handles service requests, contracts, field service and warranty. Where these are disconnected, revenue leaks quietly through unbilled parts, unbilled out-of-contract labour and unclaimed warranty.
ERP business intelligence and reporting turns transaction data into consistent, trusted management information. The recurring failure is not a shortage of tools but a surplus of definitions: the same measure calculated differently in each report, so none can be trusted.
ERP workflow automation routes approvals and process steps automatically with an audit trail. Automating a bad process only makes it faster to route and no quicker to complete, so the review comes before the automation.
ERP document management stores and links documents to the transactions and records they support. The point is retrieval at the moment of need: the supporting evidence appearing with the transaction, rather than being hunted for across shared drives when an auditor asks.
Multi-company and multi-branch management handles several legal entities, locations and currencies within one ERP. Handled properly, group reporting comes out of the system; handled poorly, it is reassembled in spreadsheets every period while intercompany balances refuse to agree.
ERP data migration moves master and transactional data into the new system with cleansing, validation and reconciliation. It is where go-lives most often fail, which is why it deserves to be run as a workstream with a business owner rather than handled as a technical afterthought.
ERP testing and quality assurance verifies that configuration, integrations and processes work end to end before go-live. It is the discipline most often compressed to protect a date, which is precisely why the exceptions it should catch instead surface in production.
ERP support and maintenance keeps the system running and improving after go-live, under defined service levels. Good support is distinguished by falling incident volume: recurring issues are fixed at the cause rather than resolved, politely, for the tenth time.
ERP training and change management prepares people for new ways of working and sustains adoption after go-live. Adoption, not configuration, is usually what decides whether a system delivers, and it is decided in the weeks after go-live rather than in the project plan.
What you receive
Every engagement produces documented output your teams keep and can act on without us in the room.
When this work helps
How an engagement runs
Understand the business drivers, decision rights, existing systems, and what the programme must genuinely change. We separate the outcomes that justify the investment from features that only sound useful, so the programme has a purpose to steer by.
Review process, data, integration, controls, governance, and change readiness against the plan. We report plainly where the plan holds and where it depends on assumptions that need evidence before commitment.
Set out target processes, control requirements, data approach, integration model, and adoption plan. Each is documented well enough to build to and to hold a delivery partner accountable against.
Support configuration, testing, cutover, and stabilisation, with independent oversight throughout. We hold the line on scope, data readiness, and controls, and surface drift while there is still time to correct it.
Where we work
Fidova provides ERP consulting from Delhi, India, and supports multi-entity and multi-country ERP programmes internationally, including businesses with different statutory and reporting requirements per region.
Engagements run in English, are scheduled around your time zone, and can be delivered remotely end to end. Where a phase benefits from being in the room — discovery workshops, go-live support, or on-site review — we plan that time explicitly.
Connected expertise
Questions
Straight answers to what buyers ask us before an engagement begins.
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