Client
A large company in distribution and retail. It operates in two key areas: wholesale supply to external retail chains and sales through its own retail stores. The business spans multiple segments, with a broad product range and complex logistics.
Starting situation
The project to speed up B2B order processing emerged from a successful partnership. Together with the client, we identified the problem of a long order processing cycle and defined the project goal: shorten order processing time, reduce manual work, and improve operational transparency.
Main challenges at the start:
The company spends resources on manual operations instead of focusing on important strategic tasks. Order errors lead to customer loss, warehouse staff often stop work to recount goods, and logistics and the customer cannot see data on goods movement.
- Customer orders come in from everywhere: by phone, messenger apps, email, and paper forms. Information gets lost, and work is duplicated.
- Manual data collection: managers spend a lot of time calling customers and warehouses to clarify details and check product availability. All documents (invoices, delivery notes) are created manually in the existing accounting systems.
- Long fulfillment time: the full cycle, from receiving the customer's request to shipping the goods, takes up to 6 weeks. This frustrates customers.
- Costly inventory tracking: due to inaccurate real-time stock tracking, the company performs a full warehouse inventory 4 times a year.
What we did: solution and results
Our expert team implemented a centralized order management system (OMS) based on Odoo. Together with the client, we agreed to launch an MVP covering the core business process: order entry and transfer to the warehouse for picking and shipping.
We built the first working version based on requirements defined together with the client's IT leadership. Even at this stage, the system was put into real use and made it possible to:
- Reduce order processing time by 85%. Before the system was implemented, processing a single order could take up to 6 weeks because of calls, email exchanges, clarifications, and manual document handling. After OMS went live, requests move through the system in 5 days, including stock checks, invoicing, and handoff to the warehouse.
- Increase process transparency and control. Every order now follows a single standard flow: from entry to shipping. All orders are recorded in the system and visible to the manager. This helped eliminate bottlenecks, prevent order loss, and reduce communication risks.
- Reduce the manual workload on employees. The number of routine tasks has decreased: calls, stock rechecks, and copying information into documents. Sales and warehouse teams now work through the system: orders are automatically passed from managers to warehouse staff. This reduced the workload on employees and lowered the risk of errors.
- In the future, reduce inventory counts from 4 to 1 per year. Stock data is now updated automatically in real time. This will allow the client to carry out a full inventory once a year instead of four times, reducing costs and avoiding frequent warehouse shutdowns.
Development process
We launched the MVP in 4 months. Over the next 3 months, we refined the system together with managers and the warehouse.
Implementation stages
- MVP development (November 2024 - March 2025), the first working version of the system. We set up integration with the warehouse management system and the basic order flow, from entry to handoff to the warehouse.
- MVP launch and tuning (March - June 2025). We launched and tested the MVP on real orders. We collected feedback from managers and the warehouse and improved the functionality.
- Completed the OMS foundation (June 2025). The system runs reliably and is ready for further development.
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How the solution works
The order management system is integrated with the client's WMS environment. It automates the entire processing cycle, from order entry by the manager to shipping from the warehouse.
The system performs several key functions:
Order entry and shipping process
Technologies and approaches we used:
We used Odoo with customizations in Python and REST API, which made it possible to integrate quickly with the client's accounting systems and minimize time to production.
- Order entry through a single interface. The sales manager enters the order directly in the system through the portal, without calls, messages, or manual data entry. All information is stored and tracked centrally.
- Automatic processing and handoff to the warehouse. After an order is placed, it moves through built-in processing logic and is sent to the WMS. No additional staff involvement is required.
- End-to-end execution control. The entire chain, from request to shipping, runs in one process. This eliminates information loss between departments, reduces errors, and improves execution transparency.
Solution benefits and capabilities
- All departments see the order the same way, so the team works with up-to-date data. The system prevents information loss and duplicate documents.
- Odoo makes it possible to configure workflows for the company's logistics and sales without retraining employees.
- Customer portals, automatic supplier orders, and reports are connected as modules. If needed, adjustments may be required, but the system architecture makes this fast and cost-effective.
- The system can be easily connected to CRM, BI tools, or marketplaces.
What challenges we faced
At the start, we discussed the project only with the company's IT leadership. Our experts immediately suggested involving managers and the warehouse to account for all the nuances of their work, but due to organizational specifics that was not possible right away. This became possible only after the MVP launch, and the system was quickly adapted further to real-world workflows.
Project manager's comment
"The secret to success is involving future system users from the start. By understanding how their work is actually organized, we quickly configured the OMS to fit their needs. The system now makes order processing more transparent and manageable."
Next steps
By implementing the OMS, the company has already shortened order processing time, reduced the workload on managers, and eliminated manual errors. Our team is now developing it in the following directions:
- Customer portal: the plan is to move orders fully online so customers can place orders and track their status in the portal 24/7.
- Expanding the user base: we are gradually connecting logistics, finance, and management to the system. The OMS will become a single platform for working with orders.
