See Confidence to Evolve in Practice.

01The Company

A group of three trading companies distributes food, beverages and consumer products across several markets. The companies are registered in different jurisdictions and operate with different base and transaction currencies. Purchasing and finance are managed centrally, while each company has its own sales, customer-service and warehouse teams.

The group processes a high volume of products, suppliers, orders and stock movements. Although the companies share similar processes, each has developed different working practices.

02Pain Points

• Departments maintain separate exception lists.
• Responsibility for outstanding actions is unclear.
• Product and supplier information differs between systems.
• Approvals are recorded through email.
• Issues reach customer service and finance too late.
• Management reporting requires manual consolidation and currency conversion.
• Group companies handle similar issues differently.
• There is no complete decision history.

03Current Scenario

The group uses a warehouse management system, a CRM or order platform and an accounting system. Each legal company and its operating currencies are configured separately, while spreadsheets, email and shared folders connect the gaps between them.

A stock shortage may be visible to warehouse and purchasing, but customer service may only learn about it after a customer reports a delayed order. Finance sees the impact later when invoicing or payment is affected.

05Requirements

• Replace spreadsheets, email chains and manual trackers.
• Create a central register of operational exceptions.
• Standardise processes across the group.
• Control supplier onboarding and product changes.
• Assign responsibility and apply consistent approvals.
• Maintain a complete audit trail.
• Integrate warehouse, order and financial information.
• Configure multiple legal companies and their operating currencies.
• Retain the specialist warehouse, order and finance systems that continue to perform well.

09Possible Future Adaptations

• Replace the existing accounting system.
• Replace the current purchasing and inventory system.
• Replace the CRM and order-management system.
• Introduce budgeting and forecasting.
• Add customer and supplier portals.
• Connect banking, e-commerce and transport platforms.

01The Company

A professional services group provides advisory, accounting, legal and corporate services through several companies and specialist teams. Its legal companies operate in different jurisdictions and bill clients in different currencies.

Clients often receive services from more than one company in the group. Growth through expansion and acquisition has left each company with different systems, working practices and currency-handling processes.

02Pain Points

• Client information is duplicated across systems.
• Onboarding differs between companies.
• Ownership of compliance checks is unclear.
• Project progress and profitability are difficult to see.
• Completed milestones do not trigger billing promptly.
• Documents are stored in different locations.
• Certifications are separate from assignments.
• Reporting requires manual company consolidation and currency conversion.

03Current Scenario

The group uses a CRM, separate project tools, time and billing software, an accounting system, and HR or learning platforms. Each company bills in its local currency, while spreadsheets, email and shared folders coordinate the processes and currency information between them.

Client data is entered several times. Compliance and commercial approvals are manual. Finance may not know that a milestone is complete until the delivery team sends a separate notification.

05Requirements

• Replace the CRM, project tools, time-and-billing software and manual trackers.
• Introduce one client-onboarding process.
• Coordinate compliance and commercial approvals.
• Maintain a complete client and engagement record.
• Track projects, time, milestones, risks and exceptions.
• Configure each legal company and its operating currencies.
• Connect completed work directly with billing.
• Integrate the retained finance, HR and specialist compliance systems.
• Provide consolidated multi-company and multi-currency reporting.

09Possible Future Adaptations

• Replace the existing finance system.
• Replace the HR and learning-management system.
• Introduce budgeting and forecasting.
• Manage employee skills and availability.
• Provide clients with a self-service portal.
• Connect banking, regulatory and other external services.

01The Company

A multi-warehouse distributor is expanding its supplier base across several product categories and countries. Purchasing owns the relationship, but finance, compliance and operations must all approve different information before trading begins.

02Pain Points

• Suppliers receive repeated requests from different teams.
• Documents and payment details arrive through email.
• Missing information delays the first purchase order.
• Duplicate supplier records enter operational systems.
• Risk reviews and certificate expiry dates are difficult to monitor.
• No one can see the complete approval position.

03Current Scenario

Supplier information moves between email, shared folders, purchasing spreadsheets, the finance system and the ERP supplier master. Each team tracks its own checks, creating repeated handovers and inconsistent records.

05Requirements

• Replace the legacy supplier portal, onboarding spreadsheets and email approvals.
• Use one supplier onboarding request.
• Collect documents and structured information once.
• Apply category-specific validations and approvals.
• Track ownership, status and review dates.
• Integrate approved suppliers with the retained purchasing and finance systems.
• Retain a complete decision and change history.

09Possible Future Adaptations

• Replace the purchasing system and remaining ERP procurement functions.
• Supplier performance and scorecards.
• Contract and renewal management.
• Tender and quotation processes.
• Supplier self-service.
• Spend and risk analytics.

01The Company

A growing advisory firm delivers regulated and specialist assignments across several offices. Engagements require particular competencies, current certifications and evidence of completed learning.

02Pain Points

• Skills information is split between HR, learning platforms and spreadsheets.
• Certificates are stored in inboxes and shared folders.
• Expired qualifications are discovered during assignment planning.
• Resource managers cannot see readiness alongside availability.
• Employees receive repeated requests for evidence.
• Compliance reporting takes too long to prepare.

03Current Scenario

The HR platform contains employee records, an external learning platform records courses, and project tools manage assignments. Resource managers use separate spreadsheets to connect skills, evidence, expiry dates and upcoming work.

05Requirements

• Replace the external learning platform and skills spreadsheets.
• Create one skills, learning and evidence record.
• Retain certificates and expiry dates.
• Map engagement requirements to people.
• Identify readiness gaps before assignment.
• Integrate the retained HR and project systems with external course providers.
• Provide controlled compliance reporting.

09Possible Future Adaptations

• Replace the HR platform with CORE360 people management.
• Replace separate resource-planning components of the project and time systems.
• Capacity and workforce planning.
• Recruitment and candidate skills.
• Performance and development planning.
• Professional accreditation renewals.
• Employee self-service.

01The Company

A multi-entity financial services group offers investment, payment and corporate services through legal companies located in different jurisdictions. Each company operates with its own base currency, while clients may transact in several currencies. Each client may require commercial acceptance, identity verification, risk assessment, document review and finance setup.

02Pain Points

• Clients submit the same information more than once.
• Checks are tracked in separate systems and spreadsheets.
• Company and currency details are repeated when a client uses more than one group entity.
• Documents are difficult to locate.
• Ownership changes between departments.
• Incomplete cases enter operational systems.
• Management cannot see onboarding bottlenecks.

03Current Scenario

The CRM holds commercial information, identity services perform checks, documents sit in a repository and finance creates the client account. When a client uses more than one legal company or currency, onboarding and setup details are duplicated. Email and spreadsheets coordinate decisions across these systems.

05Requirements

• Replace the CRM and manual onboarding trackers.
• Create one client and onboarding record.
• Configure onboarding across multiple legal companies and currencies.
• Collect required information and documents once.
• Apply product, jurisdiction and risk-specific checks.
• Control review and approval stages.
• Integrate identity, document and finance services.
• Maintain complete onboarding evidence.

09Possible Future Adaptations

• Replace the client-administration and finance systems.
• Periodic client reviews.
• Product suitability and risk assessments.
• Complaints and service cases.
• Client self-service.
• Product and policy governance.

01The Company

A regulated financial group operates across several jurisdictions and product lines. Compliance teams interpret requirements centrally, while business owners must implement controls and provide evidence locally.

02Pain Points

• Obligations are copied into separate spreadsheets.
• Ownership is unclear after organisational changes.
• Review dates depend on personal reminders.
• Evidence is stored away from the obligation.
• Open actions are difficult to escalate.
• Group reporting requires manual consolidation.

03Current Scenario

Regulatory updates arrive through external sources and legal analysis. Policies live in a document repository, actions in task tools, and obligation registers in spreadsheets maintained by different companies.

05Requirements

• Replace obligation spreadsheets, generic task tools and the separate policy repository.
• Create one governed obligation and policy register.
• Link requirements to owners, actions and evidence.
• Control review dates and escalations.
• Separate group and company responsibilities.
• Import approved external regulatory updates.
• Provide consolidated compliance reporting.

09Possible Future Adaptations

• Replace separate enterprise-risk, audit and incident-management tools.
• Policy attestations and controlled distribution.
• Enterprise risk and controls.
• Audit requests and remediation.
• Regulatory change assessments.
• Incident and breach management.
• Automated management reporting.

01The Company

A retailer sells through physical stores, an e-commerce site and wholesale channels. A central buying team manages seasonal ranges supplied through several warehouses and external suppliers.

02Pain Points

• Stock positions differ between channels.
• Buyers reconcile daily spreadsheets before acting.
• Supplier updates arrive too late.
• Fast sellers stock out while slow items accumulate.
• Promotion decisions lack a complete margin view.
• Management reporting is already out of date.

03Current Scenario

Sales sit in POS and e-commerce platforms, stock in warehouse systems, purchasing in the ERP and supplier updates in files. Buyers combine exports manually to decide what to order, transfer or reduce.

05Requirements

• Replace the ERP purchasing module and buyer spreadsheets.
• Combine stock, sales and purchasing information.
• Identify shortages, excess and slow-moving items.
• Control purchasing and transfer decisions in one system.
• Include supplier lead times and commitments.
• Integrate retained POS, e-commerce and warehouse systems.
• Provide current reporting by channel and across the group.

09Possible Future Adaptations

• Replace the warehouse and inventory-management system.
• Replace separate customer and loyalty tools.
• Replace the finance system with CORE360 retail finance.
• Automated replenishment planning.
• Promotion and markdown planning.
• Demand and cash-flow forecasting.
• Retail profitability analytics.

01The Company

A retail group manages a large seasonal catalogue across stores, e-commerce sites and external marketplaces. Product, price and promotional information originates from suppliers, buying teams and brand managers.

02Pain Points

• Supplier files use different formats.
• Product descriptions and attributes vary by channel.
• Price changes are approved through email.
• Incomplete products reach websites or POS systems.
• Promotion dates and margin checks are inconsistent.
• Teams cannot trace who approved a change.

03Current Scenario

Supplier spreadsheets feed local product trackers before teams re-enter data into ERP, POS, e-commerce and marketplace platforms. Price and promotion approvals are kept separately from the product record.

05Requirements

• Replace the ERP product master, product trackers and price spreadsheets.
• Create one governed product and price record.
• Validate category and channel attributes.
• Control price and promotion approvals.
• Maintain effective dates and history.
• Publish approved data to retained retail channels.
• Identify incomplete or conflicting changes.

09Possible Future Adaptations

• Replace standalone digital-asset management.
• Replace separate promotion and campaign-planning tools.
• Replace assortment and range-planning tools.
• Full product information management.
• Supplier self-service catalogue submissions.
• Product profitability analytics.

01The Company

A multi-site organisation delivers mandatory and role-specific learning to employees, contractors and partners. Some courses are internal, while others are completed through external providers.

02Pain Points

• Completion records sit in several systems.
• External certificates are collected by email.
• Managers cannot see who is ready for specific work.
• Expired learning is found too late.
• Employees repeat evidence requests.
• Compliance reports require manual reconciliation.

03Current Scenario

Employee details come from HR, internal courses from the LMS and external certificates from providers. Local teams maintain spreadsheets to connect role requirements, completion dates and supporting evidence.

05Requirements

• Replace the internal LMS, training matrices and certificate trackers.
• Create one learning and evidence record.
• Map requirements by role and activity.
• Track completion and expiry dates.
• Accept controlled external evidence.
• Integrate the retained HR system and external learning providers.
• Provide readiness and compliance reporting.

09Possible Future Adaptations

• Replace the HR system with CORE360 people management.
• Replace separate resource and assignment-planning tools.
• Competency and career pathways.
• Learning plans and development reviews.
• Contractor and partner portals.
• Accreditation renewals.
• Skills and capacity analytics.

01The Company

A commercial training provider delivers classroom, online and blended programmes to individuals and corporate clients. Courses run across several locations with internal and associate trainers.

02Pain Points

• Learner information is entered into several systems.
• Bookings do not always match course capacity.
• Attendance and assessment evidence arrives late.
• Finance cannot easily see billing readiness.
• Certificates are created from separate trackers.
• Corporate clients request manual progress reports.

03Current Scenario

Leads and clients sit in CRM, bookings in an e-commerce tool, learning content in an LMS, virtual sessions in a meeting platform and invoices in accounting software. Spreadsheets coordinate schedules, attendance, assessment and certification.

05Requirements

• Replace the CRM, booking platform, LMS and course-administration trackers.
• Create one client, learner and course-delivery record.
• Control enrolment and capacity.
• Track attendance, assessment and evidence.
• Connect completion with billing and certification.
• Integrate retained virtual-classroom, payment and finance services.
• Provide corporate-client progress reporting.

09Possible Future Adaptations

• Replace the retained finance and accounting system.
• Learner and corporate-client portals.
• Trainer availability and contracting.
• Advanced content and assessment authoring.
• Integrated revenue reporting.
• Programme profitability and demand forecasting.