Digital solutions
ERP & business operations systems
A shared system for the work that currently moves between spreadsheets, email and three departments that each hold a different version of the truth.
When separate systems stop matching reality
Most organisations do not set out to run on disconnected systems. They accumulate them: an accounting package here, a stock register there, approvals by email, a spreadsheet that only one person understands. Each tool does its own job, but the information needed to make a decision sits across all of them, and someone has to reconcile it by hand every week.
Logitech Consultants builds bespoke enterprise resource planning and business operations systems that bring selected functions into one shared information system. We start with the processes that hurt most, agree what the system must record and who has to act on it, then build and integrate around that — rather than asking the organisation to reorganise itself around a fixed product.
What a connected system covers
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01
Connected departmental records
Selected records held once and made available to the roles that need them, instead of being re-keyed between departments that cannot see each other's data.
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02
Responsibilities and task mapping
A business operations view that sets out who owns which task, what is outstanding and how work is tracking against agreed priorities.
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03
Workflow and approvals
Requests routed to the right approver with the supporting record attached, and a history of who approved what and when.
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04
Reporting and management views
Operational and management reporting configured around the decisions your team actually makes, not a generic set of dashboards.
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05
Integration with existing applications
Connections to finance, payroll or sector systems where they stay in place, so the new workflow uses the records that already exist rather than duplicating them.
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06
Configuration around how you work
Fields, approval routes, reference data and terminology shaped to your operating rules, with the flexibility to change as those rules change.
How the system is scoped and built
Process first, software second
We map how a process runs today — including the exceptions, the verbal approvals and the spreadsheet that fills the gap — before proposing a system. That usually reveals that a step exists only because two systems do not talk to each other, which is cheaper to fix than to automate.
- The decisions the system has to support, agreed with the people who make them
- Records that must be created, changed and retained, with their owners
- Approval routes and the exceptions that need an override
- Which existing systems stay and which are retired
An honest scope
A business operations system is not a guarantee that every department will suddenly share one view. Success depends on agreeing which functions are in scope for the first release, migrating the records that matter, and getting people to use the new workflow instead of the old one. We plan the rollout in stages, with parallel running where a process cannot be interrupted, and we tell you what the system will not do as clearly as what it will.
Implementation and support
Delivery includes the unglamorous work that decides whether the system is still in use a year later.
- Requirements workshops with each function, documented and agreed before build begins.
- Staged releases, with parallel running for processes that cannot be interrupted.
- Role-based training, so each team learns the screens and reports it will actually use.
- Data migration, documentation and a support route for changes after go-live.
Questions we are asked
Is this a packaged ERP or something built for us?
Both routes are considered. Where a proven package fits the process and the budget, we will say so. Where the organisation's rules are genuinely different, or only a few functions need to be connected, a configured custom system is often smaller and cheaper to own than a full suite.
Can it work with the systems we already run?
Usually. Finance, payroll and sector applications can often stay in place and be connected through an interface, so the new system uses their records rather than duplicating them. The integration points are identified during scoping and confirmed before build.
What is a business operations system?
It is the layer that makes responsibilities, tasks and progress visible across teams. Rather than replacing transactional systems, it helps an organisation see who is doing what, what is late and where work has drifted from its agreed priorities.
Who owns the system and the data?
You do. The scope, hosting arrangement, documentation and handover are agreed in writing, and access to the source and the database is part of the contract rather than an afterthought.
Related capabilities
Let’s build the right solution
Tell us what you are trying to achieve. We will help you assess the requirement, shape the architecture and identify the technology needed to deliver it.