What is the highest-value control here?

Verified bank detail changes with segregation between requester and approver. Payment diversion fraud almost always exploits weakness in that single process.

How do we handle duplicate vendors?

Prevent at creation with matching rules, then merge existing duplicates carefully with transaction history preserved. Prevention first, or the cleansing repeats.

How does a vendor 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 vendor 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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Vendor Management

We design vendor management in the ERP with onboarding that requires the right documentation and approval before a first order, so suppliers enter the system controlled rather than ad hoc. Bank-detail changes are subject to out-of-band verification and segregation between requester and approver, because that single process is where payment diversion fraud succeeds or fails. Payment terms and compliance documents are held with expiry tracking, so lapses surface before they become exposures. Performance is measured from transaction data — delivery, quality and pricing — so supplier conversations rest on evidence rather than anecdote.

In short

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.

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What we do

The work inside vendor management.

Onboarding and approval

We design onboarding that requires the necessary documentation and a formal approval before any order can be placed, with matching rules that prevent duplicate records at creation. Controlling entry at the point of creation is what spares you the far harder task of cleansing duplicates and errors later.

Bank detail controls

We control bank-detail changes with out-of-band verification and segregation between the person requesting and the person approving. This is the highest-value control in the whole domain, because it is precisely the weakness payment diversion fraud relies on.

Terms and compliance documents

We hold payment terms and compliance documents against the supplier record with expiry tracking, so a lapsed certificate is flagged rather than discovered. Keeping this current protects you from trading with suppliers whose compliance has quietly expired.

Performance measurement

We measure delivery, quality and pricing performance from transaction data, so supplier reviews are grounded in fact. Evidence turns performance conversations from anecdote into something a supplier can act on and you can hold them to.

What you receive

Deliverables, in writing.

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

Vendor onboarding process with documentation requirements
Bank detail change control design
Compliance document tracking configuration
Vendor performance reporting

When this work helps

You may be facing this.

Duplicate vendor records cause payment errors
Bank details can be changed by one person
Vendor performance is discussed anecdotally

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.

Customer & Service Management

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.

Business Intelligence & Reporting

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.

Workflow Automation

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.

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