Curious to hear real-world experiences with Deacom (ECI) — is it worth considering as a replacement for an old Dynamics GP setup that's been running a heavily customized catchweight/lot-tracking add-in (yarn/textile-adjacent, sold by weight but purchased by count, pallet-level actual vs. nominal quantities, lot/Batch traceability).

A few things I'd love input on:

• General take — anyone running it day-to-day? What's good, what's painful? How's ease of use for regular users vs. admins/configurators?
• Catchweight/lot handling — is dual quantity (nominal vs. actual) and lot/sub-lot tracking genuinely native, or does it still need bolt-ons/customization to get real reconciliation and weight-based costing?
• Specific-lot costing — can Deacom pin an individual lot/batch to its own original receipt cost and keep it from blending with other lots, especially through transfers? (FIFO Actual is mentioned in their materials, but not clear if it's true specific-cost persistence.)
• Landed cost — does Deacom have a real landed cost workflow (freight/duty/customs allocation by weight, value, etc.) that updates lot-level cost, or is this something you had to build/customize?
• Customization — how do you actually tailor Deacom to specific business logic? Native configuration/scripting, or does it need third-party dev work?
• Reporting — what's the reporting story? Is built-in reporting sufficient, or do most shops end up bolting on Power BI / Crystal / something else?
• Cost — how is pricing structured (per-user, per-transaction volume, flat license + modules)? What did implementation run (cost + duration, and how much was configuration vs. custom dev)? And what's the ongoing recurring cost — monthly/annual license or subscription fees?

Appreciate any first-hand experience, good or bad.

Hi there, I’m trying to understand what’s the best way for our company to assess the right path with choosing an ERP vendor. We’re a manufacturing company with multiple offices in South East Asia and we have multiple sales channels (offline and online). We also run tons of mini sales programs we develop internally. My question is, how do I go about assessing the different ERP vendors? Any best practices or tips?

We’ve also been approached by a software developer who has basically said that he can build this for us for a fraction of the cost of what the bigger vendors are estimating but he has no experience with developing an ERP system before. What are the pros and cons here with going with him?

Would appreciate any inputs or tips from those who have successfully gone through an implementation process.

Will soon being kicking off an implementation, as my org hit the ERP subsidiary limit in NSuite, and are likely going to jump into an Oracle Cloud solution.

I am interested in getting some feedback and getting feelers out there.

Hey Guys, I’ve recently joined a company as a general manager. This company is sort of new (only 30 years old) and is a smaller family run business, I came to them from a multinational competitor in the same industry.

My former employer (Large company) used an ERP called JD Edwards by Oracle and I used to think that one was clunky and cumbersome to work with however it got you to where you wanted to go. This new company has been using something called TIMS by CU (Computers Unlimited)

This thing is so bad it outputs reports as if they are written by a typewriter. Yes you can export it to excel and then extract data but it is the worst thing in the world. I really want to think of ways to change it, the company could think about investing some money into this as we already pay these guys nearly 50k a year for this existing product. We could certainly look into a better ERP but I’m not a tech guy, I need help and guidance on what is a good alternative to building a full custom ERP which will no doubt be expensive.

Hey Folks!

I am currently a CPA working in industry, in the early stages of researching a transition to ERP implementation.

I have some minor background as a software developer and find process improvements and helping people to be the more satisfying parts of my jobs. My hope in the ERP field is to find a way to better leverage my desire to use and build on my technical experience as well as talk to a work with a larger variety of people then I currently do in my current position. And also generally just feel like I am making more of a difference then the grind of a month end close.

I was wondering if there is anyone out there with similar backgrounds that did the transition and what your experience was like.

What kind of experience and certifications helped you transition into the role?

I was also curious as to what ERP software's/certificates to look into? I have the most experience with NS but feel confident I can pick up any ERP.

Lastly, what do you feel like keeps you satisfied about your job, do you feel like you make an impact to those you work with?

I am sure these posts are a dime a dozen, so thanks for your time!

Dear all,

Anyone has experience with Yodlee Business Financial Management?

https://www.yodlee.com/business-financial-management

I know that it is not an ERP and probably something cash based, but it just might fit our needs.

Looking for user experiences and a contact at Yodlee for this product.

Hey community! I have 8 years of experience in non-SAP ERP digitization. Any open source learning suggestions to build hands-on skill in SAP (specifically MM) before going for the costlier certifications?

I have practical experience in end to end digital ERP implementation (custom built ERP solutions), but not exactly SAP. Would appreciate some recommendations on open source learning guides/youtube videos that can give a general idea about the platform.

I have seen some videos by official SAP channel on youtube but they are too out of context for someone like me. I want to go for the "heavier" certifications after some practical experience atleast. Learning on the job is difficult as landing a role as SAP consultant mandates pretty specific job requirement- hands-on experience on the software. But ERP implementation is something I have tried and tested and want to train in the SAP domain (specifically MM/Supply chain per se).

Am i being too optimistic if I believe I can be hired as a SAP consultant without hands-on experience with the software even though I understand the ERP framework inside out?

We have a recently acquired company that is running an older, server based Visual 2000 ERP system that -

1. Needs to be upgraded (ultimately to Oracle Fusion Cloud, like the rest of the company)
2. Is only supported by a former employee of the ERP software company that sold it

Until the company can be transitioned to Oracle Fusion Cloud (possibly a year or more), we are trying to find other resources for supporting Visual (applying Band-Aids, etc). The current support person is very hard to understand during support calls (English is not his first language) and has resorted to basically finger pointing at almost everyone else involved to explain issues (even if they have occurred after he has accessed the server to make changes, etc). Does anyone have any direct contacts or ideas on how to find a company or individual that fits the bill? Thanks in advance.

What’s stopping them?

Genuinely curious how many people here have actually connected Hermes agent or openclaw to their ERP system.

Which ERP are you running ? And what are you using Ai agent for on top of it data pulls, automating workflows, reporting?

As the title says, we are going through a transformation where leadership believes that tools like Cursor can provide functionality just by analyzing the code, without the need for domain experts. They expect software engineers to also have domain expertise and are considering eliminating functional roles because of AI.

But is this really going to be the future of ERP systems? Will functional experts no longer be needed anymore? is this the same scenario for SAP, Oracle and all these big ERP providers ?

*This is not an Odoo related question. I selected the Odoo flair because my company is not listed here*

Hi everyone, I worked as "account assistant" for the last 3 years even tough I was always involved in data migration/system implementation, one way or another. For 2 years I work at a property company and help with setting up and testing mainly Dynamics 365 CRM and later Business Central. In the last 9 months, I've been working for a retailer which was transitioning to S/4HANA, but I've been mainly been involved with the SAP ECC side of things instead of HANA and had a far smaller role (just checking data across systems). My contract is coming to an end, and I would like to move toward ERP/Finance System Analyst route instead of accounting. I only have a data analytics certificate and knowledge around PowerQuery and SQL. If anyone works in England and can give me some perspective, I would highly appreciate it, especially in term of employment. I found the Microsoft ecosystem far easier and straightforward, and it seems to have more jobs, SAP is far more convoluted and has less roles, but there's less competition and offer higher pay. Content wise there's more from Microsoft and the community out there as well.

Looking for customizable ERP software for managing workflows related to performances of content + ads, apart from managing customer related functions such as revenue, invoices & CRM.

Expecting my workflow will evolve quickly overtime. Hence flexibility & easy customization is priority. Any suggestions?

Edit: Looking for opensource solutions.

I’m curious how others handle this, because I’m starting to think this is a common problem with internal systems work.

I recently invoiced a client for ongoing ERP/CRM automation work, and they pushed back on pricing as if the whole thing should be simple button-click configuration. But the scope is not really isolated feature work anymore. It’s more like maintaining and extending an operating system for the business.

-----------------

Simplified version of the scope:

Promotion Engine
A custom item-level promotion system with date rules, multiple price tiers, deal tagging, and automatic rollback when promos expire.

Not just “apply a discount,” but making sure pricing updates correctly, expires cleanly, and doesn’t leave bad item data behind.

KPI Dashboards
Manager and sales rep dashboards with around 18 KPIs across monthly, quarterly, and yearly sales/volume metrics.

Includes goals, rollups, CRM reporting logic, and mobile-friendly layouts.

Invoice / Collections Workflows
Invoice-triggered alerts and scheduled overdue follow-ups for accounting, sales reps, and customers.

The work is less about “send an email” and more about timing, assignment logic, duplicate prevention, and making sure the right people get the right notice.

Ops Automations Built on Prior Work
Extensions to existing fulfillment, purchasing, and order-flow automations, such as:

• Adjusting purchase orders after billing
• Syncing overlapping fulfillment records
• Auto-assigning fulfillment tasks
• Sorting purchasing/order data by warehouse/bin logic
• Conditional invoice/payment behavior

These are layered into automations that are already live, so each change has to respect prior logic.

Inventory + Reporting Updates Built on Prior Auto-PO Logic
Enhancements to an existing reorder/purchasing system:

• Growth-based reorder calculations with caps
• Sales reporting improvements
• Vendor-facing document cleanup
• Vendor item/reference visibility

-------------------

Again, not a fresh build! More like modifying an existing machine without breaking the gears.

My issue: The client sees each bullet as a small request. But from my side, every change touches accounting, inventory, purchasing, fulfillment, reporting, or sales data.

At this point, it feels less like “building features” and more like orchestrating a live business system where one bad assumption can break five downstream processes.

So I’m curious: For those of you doing ERP, CRM, accounting system, inventory, or internal automation work. Do clients usually understand the difference between “simple automation” and production-safe system changes?

How do you explain the hidden complexity without sounding defensive?

Last quarter I myself witnessed this critical vulnerability which appeared in our financial module that could have exposed vendor payyment data. Our usual patch process with multiple approvals, testing and a safe window in production takes three days but exploit attempts started within 36 hours of disclosure. We faced a brutal choice rush the update and risk breaking month end closing or wait and leave sensitive financial operations exposed. With interconnected vendor APIs and cloud integrations any misstep would have hit the actual cash flow not just IT. ERP security is no longer about controls ngl it is about keeping pace with threats in real time.

Curious to know about this. Are there companies training LLMs to do tasks in supply chain and if so to what extent ? What about traditional ERPs are they building models or agents to automate these processes?

Hi everyone!

I'm located in Canada and looking for advice on how to approach a job search to become a functional erp consultant.

I have a few years experience in supply chain and I worked on the internal implementation team for my employer when they were rolling out Oracle Cloud Fusion ERP + Oracle Cloud WMS. This gives me about 1.5 years of direct experience in work like requirements gathering, use case design, data migration and validation, UAT, SOP/user training, go-live, and hypercare.

I worked closely with Oracle functional consultants in the role and really enjoyed the work, so I'm looking to become one.

Unfortunately the problem I'm running into is it seems there are very few roles available right now, and there's almost nothing at the junior levels. All postings seem to want someone who is fully trained on modules, with at least 3 years/ 3-5 end to end go-lives under their belt, or someone even more senior.

Meanwhile, I have strong day to day experience with using the modules. But I don't have formal certification or much experience doing the back-end configuration of modules.

I've tried reaching out to my limited network in the field and gotten nowhere. I've tried directly applying to positions at Oracle and heard nothing (and I know they're laying off a bunch right now)

I'm considering getting certifications at my own cost, but not sure if it would help and which ones to start with.

I'm also not tied to Oracle - I'm willing to switch to any similar ERP where you could build a career like SAP, Dynamics, etc. I don't mind working for a partner either, if they can train me.

Any advice on how to approach this search? Should I be doing things differently?

Hey all,

Anyone here running a bakery that’s outgrown spreadsheets + quickbooks? We’re doing wholesale + retail and inventory is turning into a nightmare. I keep seeing people talk about ERP software for bakeries but half of them look like they were built for aerospace companies lol.

I just need something that can track ingredients, batches, and production schedules ideally with traceability in case of recalls or audits. Bonus if it helps with costing and expiration dates.

If you’ve found the best bakery erp software that actually fits a small team, please share what’s working. Most of the big names seem overkill or crazy expensive.

Hey everyone,

I’m reaching out on behalf of a friend who’s actively looking for an opportunity in the ERP space.

He’s a hardworking, dedicated individual with a strong interest in ERP systems and business processes. He’s eager to learn, grow, and contribute.

whether it’s through an internship or an entry-level role. If given the chance, he has the mindset to stick around long-term and really add value.

If you’re working in ERP, part of an ERP company, or know of any organizations offering internships (remote preferred), I’d really appreciate it if you could point me in the right direction or drop a comment/DM.

He’s available to work remotely and ready to start immediately.

Thanks in advance for any help

Big problem are actually rare. It's the small gaps that slowly build pressure over time: Unclear stock, Delayed updates, missed internal communication. Individually none of these feel serious, but when they keep happening throughout the day they start to pile up- more follow ups, more double checking, more second guessing. We didn't fix everything but after moving to the system called EOXS, those gaps reduced a bit. Information feels a little more consistent and fewer things fall through the cracks. You don't have to pause as often to just confirm once more.

And weirdly that's made a bigger difference than solving any one major issue. The day just feels smoother overall.

We learned this the hard way. On paper everything looked fine the system was in place, processes were defined and reports were being generated. But on the ground entries were getting delayed or skipped mostly because the workflow just didn't fit how the yard actually operates day to day. Nothing dramatic broke at once. It just slowly showed up as small mismatches -stock not updated on time, dispatch confusion, people double-checking things manually "just to be safe". What's interesting is that from management's side it looked like a data accuracy problem. But from the yard team's side it was more like, this system takes extra effort to keep updated while work is happening.

So now I'm wondering-when adoption is low, how do you really tell if it's a training issue or if the system itself isn't aligned with real workflows? Would be interesting to hear how others have approached this.

In my recent work with ERP and eCommerce systems, I have noticed a recurring misconception:

Many assume that if systems are syncing, they are fully integrated.

However, in practice, most so-called “integrations” are simply data pipelines transferring information between systems.

Common team configurations

A typical setup includes:

• Products pushed from ERP to eCommerce
• Orders pulled from eCommerce to ERP
• Inventory updated on a schedule

This approach is synchronization, not integration. There is no orchestration, only data transfer between endpoints.

Challenges with this approach

These issues become more apparent as systems scale:

• Inventory mismatches due to latency
• Pricing inconsistencies across channels
• Failed or partial order flows with no recovery logic
• Manual intervention becomes a routine part of operations

The core issue is that synchronization overlooks essential business logic.

This approach does not address the following questions:

• What happens if a transaction fails midway?
• Which system is the source of truth in edge cases?
• How are dependencies handled across workflows?

Defining true integration

In my experience, effective integration resembles process orchestration:

• Event-driven workflows instead of batch syncs
• Centralized logic for pricing, tax, and inventory rules
• Error handling + retry mechanisms built in
• Systems operate as a coordinated unit rather than isolated silos

At this stage, the focus shifts from merely connecting systems to intentionally designing system behavior.

A shift in perspective

• Syncing = data movement
• Integration = workflow + logic + coordination

Without this integration layer, ERP and eCommerce setups often become fragile over time.

I am interested in learning how others address this challenge:

• Are you using middleware/iPaaS layers?
• Custom integration frameworks?
• Or do you rely on synchronization and operational workarounds?

(I came across a breakdown from i95Dev while reading up on this and it explained this distinction quite clearly, especially from an ERP ecommerce perspective. Worth a look if you're evaluating your current setup.) - \NOT A PROMOTION, PURE EDUCATIONAL\

Hi ERP Community,

I'm looking for the best and most affordable Oracle Fusion training. Something that walks through the high level of how the whole system works.

I don't have access to Fusion training in Oracle MyLearn and the company I am supporting has a support contract with Oracle, but I'm not finding them to be very helpful.

I was just wondering if anyone of good online program that showed the in's and out's from a high and low level. Also hoping to find something that is well thought out and understandable.

Just seeing anyone knows of one and wants to share.

Has anyone switched from a boutique to big 4? Or a bigger shop in general?

I have about 3 years of total professional experience, 1 year in industry and 2 years at a boutique.

I’m trying to visualize, when and how my experience starts counting towards climbing to higher career, roles.

Any advice is appreciated!