Solutions
Every ERP claims to connect your business. What matters is what changes on a Tuesday for the person doing the work. Here it is, department by department.
For the finance director
Most finance teams spend the first week of every month reconstructing the last one. That is not a finance problem. It is operational data arriving late, in a different shape, from systems that disagree.
What breaks today
Stock movements, production consumption and revenue recognition post as they happen, because they are the same event seen from a different angle. There is no nightly job to fail.
Multi-entity, multi-currency, intercompany elimination and translation are structural, not a month-end exercise. Adding an entity is a form, not a project.
Any figure in any report traces to the transactions underneath it. An explanation is arithmetic you can check, not a theory someone formed.
Payment runs, journals and credit limits gated by value bands set to your policy, and changed when the policy changes.
A process, end to end
Records it runs on
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For the sales director
Your pipeline lives in one system, your orders in another, and the answer to 'can we actually deliver this?' lives in a colleague's head. Every gap is a deal that slows down for no good reason.
What breaks today
The quote screen knows real stock, real lead times and real production capacity, so a delivery date is a commitment rather than an optimism.
Thresholds route to the right approver by value band and margin impact, with the whole trail attached to the order.
Landed cost, freight and discount are visible on the line before anyone signs, not discovered when the invoice posts.
Pipeline, orders, deliveries, invoices and receivable position on one object. The credit conversation and the sales conversation stop contradicting each other.
A process, end to end
Records it runs on
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For the operations lead
A reorder point is a guess made once and never revisited. Meanwhile demand doubled on one line, halved on another, and you found out from a customer.
What breaks today
Alpine reads demand velocity, seasonality and open commitments to project days of cover per item per location, and raises a recommendation before you run short.
Freight, duty and handling distribute across received lines, so the valuation on your balance sheet and the margin on your order agree.
Batch and serial tracked from receipt through production to the customer who has it, in one query rather than three days of work.
Stock committed to an order is genuinely unavailable to the next one. Two reps cannot sell the same pallet.
A process, end to end
Records it runs on
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For the head of purchasing
Purchasing spends its day chasing approvals and reacting to shortages it could have seen coming. The strategic work (supplier terms, consolidation, risk) never gets started.
What breaks today
Requests find the right approver automatically, escalate when they stall, and carry the full record so the approver is not asking for context.
Order, receipt and invoice already reference each other. A discrepancy surfaces the day it happens, not in the close.
On-time delivery, quality rejections and price drift computed from what actually happened, not from a survey.
Requirements from sales, production and replenishment consolidate before they become orders, so you buy once at a better price.
A process, end to end
Records it runs on
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For the plant manager
Standard cost is a budget. Actual cost is what happened on the floor: the scrap, the rework, the machine that ran an hour longer. If those never meet, you are pricing on a guess.
What breaks today
Material availability, capacity and routing checked before a work order goes to the floor, so a released order is one that can actually finish.
Materials consumed, hours booked and scrap recorded post to the order live. Unit cost is current, not reconstructed.
Inspection criteria are attached to the item, and a failed inspection stops the goods rather than being noted beside them.
Sales demand, sub-assemblies, purchased components and capacity resolved in one plan rather than four sequential guesses.
A process, end to end
Records it runs on
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For the HR lead
A new joiner needs a laptop, a payroll record, three system accounts, a manager introduction and a first-week plan. Today that is a checklist somebody keeps privately.
What breaks today
Tasks generated per role, routed to the right team, with the ones that block a start date flagged before they block it.
Policy thresholds, receipt requirements and approver routing enforced at submission, so finance is not the policy police.
Timesheets cost against the project as they are booked, so utilisation and unbilled work are current numbers.
Every approval attributed and timestamped, because it happened in the system rather than beside it.
A process, end to end
Records it runs on
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For the delivery lead
Project profitability is usually a post-mortem. By the time the numbers land, the decisions that caused them are two months old.
What breaks today
Costs, time and purchases attribute to the project as they occur, so an overrun is visible while there is still time to act on it.
A process that touches sales, finance and delivery is one workflow with one owner at each step, not three systems and an email.
Approved time and expenses that have not reached an invoice are a report, not an act of remembering.
Assets, maintenance schedules, approvals, internal requests: if it is a process you run, we configure the records and workflow for it.
A process, end to end
Records it runs on
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For the CFO
Reports are only as trustworthy as the ledger they come from. When the close is late and systems disagree, reporting is an act of persuasion rather than arithmetic. That changes when every figure traces to the transaction underneath it.
What breaks today
Every report reads the same ledger the close runs on, so operations and finance stop arguing about whose number is right.
Any figure traces to the transactions underneath it. An explanation is arithmetic you can check, not a theory someone formed.
Because the ledger posts as operations happen, period reports are current at any moment rather than waiting for a close.
Custom reports and dashboards are configuration, not development: build a view without waiting on a backlog.
A process, end to end
Records it runs on
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For the operations director
Every business runs on unwritten rules: a discount over a threshold needs approval, an overdue shipment gets escalated, a low stock level triggers a purchase. When those rules live in people's heads, they run inconsistently and vanish when someone leaves.
What breaks today
Triggers, conditions and approvals are configuration, not code, so a policy change is an afternoon rather than a release.
Every approval, escalation and step is attributed and timestamped, because it happened in the system rather than beside it.
A stalled step routes onward on a schedule you set, so nothing waits invisibly for someone to notice it.
A new rule means new workflow, fields and permissions configured for it: no developer, no fork of the code.
A process, end to end
Records it runs on
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For the service director
Service quality collapses when history lives in a colleague's inbox. A returning customer has to re-explain themselves, an open case has no owner, and nobody can see what was promised. Service stops being a discipline and becomes whoever picks up the phone.
What breaks today
Cases, contracts, warranty, history and the person attached to each are on one object, so service starts from the truth rather than from memory.
SLAs and escalation routes are configuration, so an ageing case rises automatically instead of waiting to be noticed.
Customers track their own cases and documents, which cuts the 'where is my order' traffic that eats service hours.
Teams move work between them with the full record attached, so nothing is lost at the boundary.
A process, end to end
Records it runs on
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For the head of IT
An ERP does not have to replace every system you run. Some of them earn their keep: a carrier, a marketplace, a payment provider, a bank. The problem is when those systems cannot talk to each other and the bridge is a person re-keying data.
What breaks today
ERP becomes the source of truth, with everything else reading and writing it over a versioned REST API and webhooks.
Events fire on state change with retries and error queues, so a failed sync is caught and reported instead of silently losing a shipment or a payment.
Volume loads and analytics warehouse sync run on schedule, so BI reads live data instead of stale exports.
Built against the public API rather than internals, so they keep working as the platform evolves.
A process, end to end
Records it runs on
Try building it
It never is. That is the point. Describe the one you actually run, and watch Alpine build the records, workflow and permissions for it.
