1C:ERP Holding Management implementation: client testimonial
RubEx Group LLC
RubEx Group is a leading Russian manufacturer of industrial rubber products and a recognized market leader in conveyor belts and industrial hoses across the Eurasian Economic Union (EAEU).
The holding comprises two modern plants in Saransk and Kursk. Each year, they produce more than 5,000 metric tons of industrial rubber products, 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, metals, oil and gas, and transportation industries, guaranteeing high quality and compliance with international standards.
Software implemented: 1C:ERP Holding Management
The systems integrator Tsifrovizatsiya Proizvodstva (CIFP) Group was selected as the project contractor: a highly professional and reliable partner with unique experience and expertise in automating production, financial, and management accounting on ERP-class systems. The selection criteria were relevant case studies and specialists with the required level of expertise.
With support for 1C:Manufacturing Enterprise Management ending, RubEx Group is currently carrying out a project to migrate from 1C:UPP to 1C:ERP Holding Management (1C:ERP.UH) to automate the company’s business processes.
Functional areas:
- Corporate procurement
- Inventory management
- Production planning
- Production accounting
- Fixed and intangible asset accounting
- Order-specific accounting.
Project objectives
conduct a business analysis and model the business processes for the functional areas described above. Unify the business processes of the Company’s 2 plants, and develop and agree on a single accounting methodology for all business processes at both plants. Describe the business processes in the Functional Model document.
To date, the business analysis has been completed and automation processes have been modeled for Production, Procurement, Warehouse Management, Treasury, and Accounting for Fixed Assets, Intangible Assets, and R&D.
An optimal cost calculation method has been developed using the out-of-the-box functionality of 1C:ERP Holding Management.
The system has been configured and the master data has been prepared.
All tasks assigned to the contractor were completed.
We plan to carry out the next phase of the information system implementation together with CIFP specialists.
| № | Impact on the company |
| 1 | The holding’s core business processes were inventoried |
| 2 | As part of agreeing on a single accounting methodology for the business processes, proposals were developed to improve long-established business processes. |
| 3 | Company risks not previously taken into account were identified and addressed. |
| 4 | Functional gaps were documented, and development to close them has begun. |
On behalf of RubEx Group, we thank the CIFP project team for their responsible approach to the tasks at hand, their initiative in developing solutions, and the team’s extensive expertise.
Number of workstations to be automated
400 workstations
Rating on a 5-point scale
| Fit with the organization’s needs | 5 |
| Ease of use of the software | 5 |
| Quality of the partner’s work | 5 |
| Would you recommend 1C:ERP Holding Management (1C:ERP.UH) to colleagues for business automation (choose one of the answers below): YesProbably yesProbably notNo | Yes |
| “We can recommend 1C:ERP Holding Management for automating business processes at a manufacturing company.” |
| Position | IT Director, RubEx Group LLC |