What is ERP software, and why do organizations need it?
Enterprise Resource Planning (ERP) systems are comprehensive platforms that integrate core business processes—inventory, finance, procurement, sales, manufacturing, and more—into a unified system. They help eliminate silos, ensure data consistency, and help with real-time visibility.
At GO DESi, we have always relied on complex backend operations—from sourcing to manufacturing to sales and distribution. Managing everything with spreadsheets and disconnected software had become increasingly inefficient as we scaled. This is how we implemented ERPNext, an open-source ERP, and transformed how we operate.
Here’s an example of how ERP enables true cross-functional integration:
Why ERPNext and why FOSS (Free and Open Source Software)?
We evaluated several ERP platforms, including traditional players like SAP, Microsoft Dynamics, and cloud-based solutions like Zoho and Odoo. But ERPNext stood out for a few critical reasons:
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Open Source and Cost-Effective: As a FOSS, ERPNext allows full ownership, no per-user licensing, and greater long-term flexibility—ideal for a lean startup like ours. It also came highly recommended by the Zerodha team 🙂
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Customizability: Built on the Frappe Framework, ERPNext offered us the ability to tweak workflows according to our requirements, without being locked into rigid, enterprise-focused models.
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Community and Transparency: We were constantly supported by a network of passionate developers and implementers. Whether we faced a configuration roadblock or needed advice on customizing a workflow, there was always someone in the community ready to help and build solutions.
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Modular and Scalable: It covers everything from CRM to Manufacturing to Finance, making it easy to expand as our needs grow.
The challenges we faced at the start:
The ERPNext whitepaper had a line of '72% of all ERP implementations fail', and we didn’t want to be a part of that statistic. No digital transformation is without bumps. Ours had plenty. Some of the biggest hurdles:
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Translating our on-the-ground processes into the ERP: With our manufacturing process complexities, it took us longer than expected to translate them to work on the ERP without being too complex for the user.
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User Resistance: Teams were used to doing things “their way.” Getting buy-in for a structured, centralized system was a cultural shift.
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ERP usage Learning Curve: A lot of the team members hadn’t used an ERP before, so training the users was paramount. Luckily, the extensive documentation helped us and the team.
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Data Migration: Cleaning and migrating data from QuickBooks, multiple Excel sheets, and Tally was time-consuming.
What made the implementation successful?
Despite the challenges, our ERP journey was a success because we anchored it on a few key pillars:
1. Clear, Phased Rollout
Instead of going all-in at once, we rolled out ERP modules in phases. We began with Inventory and Procurement, followed by Manufacturing, then Finance and Sales. This allowed teams to adapt and learn incrementally.
2. Internal Project Champion(s)
A clearly defined project champion is critical to success—they drive the process, manage internal change, and act as the key link between users and consultants. We identified early adopters within teams to champion the system. These “power users” helped troubleshoot, train others, and build momentum from within.
3. Process Before Platform
We spent significant time mapping current workflows, identifying inefficiencies, and redesigning them before touching the ERP system.
4. Leadership Commitment
Senior leadership was deeply involved in aligning teams, clearing roadblocks, and reinforcing the importance of the project.
The ecosystem of consultants that enabled us:
We didn’t do it alone. A robust ecosystem of experts and consultants helped make our implementation smooth:
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Frappe Team: They are the ones who built the product, and back in 2021, the Frappe Team helped us directly with the onboarding and implementation process. They have now shifted to a model where they focus on product building and maintenance, and let the certified partners help with the implementation.
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ERPNext Documentation: We leaned heavily on the ERPNext documentation to understand the capabilities of the system and how to go about the self-implementation for certain modules.
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Open Source Developers: We tapped into freelance FOSS developers for custom developments and API integrations.
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IoTReady - With their IoT devices connected to our ERP, they have helped us make our manufacturing and inventory tracking processes more efficient. Their value add has been significant, which I will get into much deeper in a future blog.
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Akhilam Inc. - They helped us build an integration with Google’s Gemini model to process incoming purchase orders from customers, which are then automatically converted into sales orders in our system via file upload. Additionally, they set up a WhatsApp integration, enabling us to send real-time sales order updates directly to our customers and internal members.
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Aerele Tech - They helped build an integration between our ERP and ICICI Bank for efficient vendor payout processes.
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In-house “Tech” Team: While none of the internal team members leading the implementation knew (or still know) how to code, we became the tech team internally and were responsible for implementing and managing the ERP.
This hybrid approach gave us the best of both worlds—cost-efficiency with external guidance and internal capability-building.
Tangible Impacts and Efficiencies Gained
The impact of ERPNext was both wide-reaching and deep. Some of the measurable gains:
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Real-time Inventory Visibility: We can now track raw materials and finished goods across warehouses and units in real time.
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Stronger Process, Fewer Mistakes: Weight-based validations, scanning processes, and approval flows dramatically reduced human errors in entries, billing, and inventory updates.
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Manufacturing Traceability: Batch-wise production and quality tracking allow better control over food safety and compliance.
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Reduced Manual Reporting Time: Reports that previously took hours (or days) to compile manually are now generated instantly, saving dozens of man-hours monthly.
But beyond numbers, the biggest win was cultural: we moved from “people-dependent operations” to “process-dependent systems.”. Even some of our factory workers have learned to use the ERP.
Final Thoughts:
ERP implementation is often seen as a daunting project, and rightly so. It forced us to reflect, redesign, and rebuild our ways of working. But choosing ERPNext was more than a tech decision—it was a strategic move toward building scalable, transparent, and resilient operations.
As we grow, expand product lines, and deepen our supply chain, ERPNext will remain the engine that keeps us aligned and agile.