Project`s background and scope

On 06/01/2022, the “Building Zeppelin Central Asia Machinery Corporate Management Information System” project was started to implement a targeted IT architecture at Zeppelin Central Asia Machinery and a corporate information system that should meet the following requirements of the strategic goals defined by the project sponsors:

1) Automated and optimized main processes: operational, financial, and accounting.The system is a single source of data, information, and reports

2) Optimized master data management

3) Organization of a online office (implementation of electronic data interchange and archive) within the regular functionality of the implemented software

4) Flexible system for working remotely (mobile applications, web interface, thin client)

5) Scalability of the solution for other Zeppelin Group 1C companies

6) Modern technologies that are prospective for use within 10 years

ZeppelinCentral Asia FE LLC is a subsidiary of ZEPPELIN INTERNATIONAL AG, an exclusive dealer of the world-famous Caterpillar.

The company is a part of the Zeppelin Group, which operates in 220 branches worldwide with more than 10,000 employees.

In addition to Cat equipment used in the construction, mining, oil and gas, and logging industries, the company offers a wide range of Cat diesel and gas engines, systems and generators, as well as various lines of agricultural machinery - АGCО, Fendt, Valtra, АрасНе, and Farmet brands. They also provide spare parts for this machinery and service.

The Company is actively expanding its influence by opening new sales offices in different countries. A network of service centers, spare parts trading points, and a training center have been established.

Total number of companies (including branches): 1000

As part of the project, it was needed to implement:

• Global accounting reverse engineering

Automated:

• Local and corporate IFRS accounting for Zeppelin Uzbekistan

• Tax accounting

• Operational activity

• Treasury and cash flow management.

• Integration with other accounting and information systems.

Project technology and deadlines

The whole project from start to end of the second stage refinements took one year.

The project was performed by cascade technology (“Waterfall”) and divided into the following stages:

0)Project preparation (06/01/2022)

1)Express survey

2)Modeling

3)MVP design

4)MVP development

5)Preparation for Pilot Production Operation (PPO)

6)Execution of PPO - Start of MVP (01.01.2023)

7) Improvements of the second stage

8) Transfer of the system to commercial operation.

Due to tight deadlines, on 01/01/2023, it was decided to start with the so-called MVP (Minimum Viable Product), and to leave the improvements that were important but not critical for the subsequent phases of the project. 

In general, the project team managed to meet the agreed deadlines: stages were shifted within the overall timeline and deadlines remained unchanged. Modeling and development was completed a little later and a little less time was left to prepare for the PPO.

Features and progress of the project 

The project started on the basis of improvements that were being done for another subsidiary of ZEPPELIN INTERNATIONAL AG, but were interrupted due to the current geopolitical situation in the post-Soviet space.

The initial premise had both pros and cons.

Pros:

- Part of the team, both from the contractor's side and the customer's side, was formed at the start of the project and was motivated for its successful completion.

- Some improvements did not require much intervention and were transferred as they were.

Cons:

- Tight deadlines. The project started right away.

- A number of improvements had to be redone to adapt to the customer's requirements, for which we had to analyze “other people's” code and solutions.

From the features of the project, we would like to note the following:

- Geographically distributed project team, both on the part of the customer and the contractor. The project was implemented by a fully remote team.

- Specific features of the national legislation of the Republic of Uzbekistan provided for setting up regulated accounting using IFRS methods, as there was no local (national) accounting within ERP WE.

By maximizing the pros and leveling the cons, on 01/01/2023, the project team was able to start MVP, and transfer the system to PPO.

During the first half of 2023, the project team was finalizing the second phase of the tasks and eliminating the found issues in the system operation.

On 05/31/2023, the system was transferred to commercial operation.

The customer was satisfied with the implemented solution and left complimentary feedback on the work of the project team.

Participation in the “1C Project of the Year” competition

In early 2024, the “Koderline” company applied for participation in the “1C Project of the Year” competition and, in September, the project became the winner in the “Best Regional Project, Region of the Republic of Uzbekistan” nomination.

Implementation of the 1C:ERP system in the Zeppelin Central Asia company