Migration from customized 1C:UPP to standard 1C:ERP Holding Management. Bringing the plants into a single system.

Client company

RubEx Group LLC (Saransk, Kursk) https://rubexgroup.ru

Industry

manufacturing

About the company

RubEx Group is a leading Russian manufacturer of industrial rubber goods and a recognized market leader in conveyor belts and industrial hoses in the EAEU countries. The holding company comprises two modern plants in Saransk and Kursk. Every year, the plants produce more than 5,000 tons of rubber goods, ensuring uninterrupted supplies to more than 4,000 industrial companies in Russia, the CIS, Europe, and Asia. The company specializes in solutions for the mining, metallurgical, oil and gas, and transportation industries, guaranteeing high quality and compliance with international standards.

Base solution

1C:ERP Holding Management

Automated areas

Corporate procurement
Inventory management
Production planning
Production accounting
Fixed and intangible asset accounting
Separate accounting by order

Results

Conducted a business analysis and modeled automation processes for Production, Procurement, Inventory Management, Treasury, and Fixed Asset, Intangible Asset, and R&D Accounting
Developed the best costing method using the out-of-the-box functionality of 1C:ERP Holding Management
Configured the system and prepared the master data
Completed all tasks assigned to the contractor

RubEx. Migration from 1C:UPP to 1C:ERP

Headcount: 2,500 employees

Number of workstations (user seats): 400

Workstations modeled: 5

for Production:

Kitting department workstation (warehouse + production)
Planning department workstation (production)
Customization of the “Shift Task Generation” workstation

for Procurement

Workstation for generating purchase orders to suppliers
Workstation for generating planning documents

Project duration: 12 months

Solution implemented: 1C:ERP Holding Management

Project goals:

Unify the business processes of 2 different plants
Bring them into a single system
Create a single database
Eliminate process bottlenecks
Determine the best costing method using the out-of-the-box functionality of 1C:ERP.UH

Before the project

The company was running 1C:Manufacturing Enterprise Management (1C:UPP), support for which ends in 2026.

The company decided to implement the standard 1C:ERP.UH configuration. With a strong IT department, it planned to handle the migration from 1C:UPP on its own. We were invited as experts in 1C-based ERP systems to conduct a business analysis.

When the client approached us, it had already been through a failed 1C:ERP implementation, and that always brings negative baggage and distrust.

Project specifics

The main challenge of the project was the large volume of customizations in the legacy system. Moving to ERP required remodeling the business processes from scratch
Unique series-based product tracking. The company had developed its own internal product accounting analytics, which had to be adapted to the out-of-the-box functionality of 1C:ERP.UH, or an alternative had to be proposed.
The company has 2 plants (in Kursk and Saransk) operating as 2 separate legal entities with different charters and procedures, plus many sales offices across Russia. Unifying them required an in-depth study of the processes at both production sites.

How the project was carried out

We joined the project at the client’s request to assess 2 areas: Treasury and Fixed Assets.

Based on the results of this work, we were asked to continue the assessment of the company’s remaining areas: Inventory Management, Production, and Procurement.

The next major stage was modeling the company’s business processes so that they would fit the standard 1C:ERP.UH configuration

This required immersion in production at the company’s two plants, Kurskrezinotekhnika OJSC and Saransk Plant Rezinotekhnika OJSC, a thorough study of the processes, and high-quality consulting. We managed to unify the plants’ business processes by mapping them onto the out-of-the-box functionality, consolidate them in a single database, and create a single system for the enterprise.

Additional tasks came up along the way, and the project could not move forward without them. For example, we had to “pick up” the Sales area, which the client had originally planned to handle in-house. However, Production and Sales are closely interconnected and affect each other. To complete Production, additional work was necessary. In such cases, we always accommodate the client.

Unfortunately, the project timeline slipped slightly due to circumstances beyond our control: the political situation in Kursk plus the vacation schedules of decision-makers. In our Telegram channel “Tsifrovizatsiya Proizvodstva. Real-world integrator experience”, we share what else to plan for so that a project stays as close as possible to its schedule and budget

“One of the main goals of the project was to keep 1C:ERP functionality as standard as possible so that it could be supported without problems later on.
We achieved that goal. All customizations automate filling in or creating standard documents. More than 99% of the configuration code is untouched. This is a huge joint achievement”
Ruslan Marinov, functional architect of the project

Acknowledgments

We would like to thank RubEx for its professional, thoughtful IT department, which processes all information itself before presenting it to management and end users, acting as an intermediate checkpoint for accepting the work. This is a big plus both for us, since it builds end-user loyalty, and for the company, since managers receive information that has already been distilled to what they need, and communication time is reduced many times over.