Where should we start?

With master data parameters and forecast accuracy measurement. Planning improvements built on wrong lead times and unmeasured forecast error do not hold.

Do we need a separate planning tool?

Often not initially. Most organisations have unused capability in their ERP; a specialist tool is justified once that is exhausted and data is reliable.

How does a supply chain management engagement start?

With a short discovery conversation and a written view of scope, risk and the decisions to be made. That view is useful to you whether or not the work continues.

How is a supply chain management engagement priced?

Scope and, where relevant, rules of engagement are agreed in writing before any work begins, and the engagement is a fixed fee for that scope or phased with a cost envelope per phase — so you know the cost and the boundaries up front. Larger pieces of work are broken into phases with findings delivered early rather than a single invoice at the end.

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Supply Chain Management

We design supply chain processes in the ERP end to end, from forecasting through to procurement, production and distribution execution. Planning parameters are grounded in measured demand variability and real lead times, because a plan built on wrong master data is visibly unworkable and will not be trusted. We connect plan outputs to purchase and production so the system drives execution rather than documenting it after the fact. Most organisations have unused planning capability in their existing ERP, and we would rather exhaust that, on reliable data, than reach prematurely for a specialist tool.

In short

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.

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What we do

The work inside supply chain management.

Demand and supply planning

We design forecasting and planning with parameters derived from measured variability rather than assumption, and we measure forecast accuracy so the plan can be improved. Planning built on unmeasured error and wrong lead times does not hold, however sophisticated the method layered on top.

Procurement and production linkage

We connect plan outputs directly to purchase and production execution, so a change in the plan flows through to orders and work rather than needing re-keying. This closes the gap where the plan and what actually gets bought or made drift apart.

Distribution planning

We plan replenishment across locations and channels so stock sits where demand is, not where it last happened to land. Coordinated replenishment reduces both stockouts at the point of sale and the expedited freight used to patch them.

Supplier collaboration and KPIs

We share forward requirements with suppliers and measure delivery service and accuracy from transaction data. Giving suppliers visibility of what is coming, and holding performance to evidence, is what turns expediting from routine into exception.

What you receive

Deliverables, in writing.

Documented output your teams keep and can act on without us in the room.

Planning process design with parameter basis
Procurement and production linkage design
Distribution replenishment design
Supply chain KPI reporting

When this work helps

You may be facing this.

Planning is done in spreadsheets outside the ERP
Expedited freight cost is routine
Forecast accuracy is never measured

How an engagement runs

Discover, assess, design, deliver.

01
Discover
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.
02
Assess
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.
03
Design
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.
04
Deliver
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

Delhi, India — and wherever the work is.

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, with on-site time planned where a phase genuinely benefits from being in the room.

Related services

Often needed alongside this.

Sales & Order Management

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

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.

Human Resource Management

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.

All erp services

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