Every branch is its own island
Each outlet runs a separate copy of something. Consolidating them is a monthly spreadsheet exercise, and by the time it is finished the numbers are three weeks old.
Enterprise & multi-branch
ERP for multi-branch organisations in Nepal
Several branches, a dozen outlets, a hotel with a restaurant inside it, a factory feeding its own retail chain. When an organisation gets to this size the problem is no longer bookkeeping — it is whether the company-wide numbers can be trusted, and whether anyone can tell you who changed what.
Everything on this page is something we can show you in a working system. Where we do not yet publish a figure, we say so rather than estimate it.
The real problem
At this size, the failure is never one wrong invoice
It is that four systems each hold part of the truth, and the month-end pack is assembled by hand from all four. Organisations at this size usually describe some version of these problems.
Nobody agrees on the stock figure
The store, the counter and the books each report a different quantity, so the valuation in the accounts is a negotiated number rather than a measured one.
No one can answer "who changed this?"
A figure moved between two reports and there is no trail explaining it. This is the question an auditor asks first, and the one that is hardest to answer after the fact.
Everyone can do everything
Access was granted by whoever needed it that week. The person raising a purchase order can also approve it and pay it, which is a control failure waiting to be found.
Close takes weeks, not days
Because reconciliation is manual, the period cannot close until several people have finished chasing differences that a connected system would never have created.
Branch performance is guesswork
Revenue by outlet is known. True contribution by outlet — after landed cost, wastage, staff cost and overhead — usually is not.
Structure
Companies and branches are built in, not bolted on
Each company has its own database and sign-in address. Within a company, each branch keeps its own documents and numbering, and the company’s reports cover all branches or one.
What each branch keeps for itself
- Its own documents, filtered reports and opening balances
- Its own document numbering series, so references never collide
- Its own warehouses and POS terminals
- Its own receipt design for the till
- Its own users, and its own loan and payroll approvers
What the company sees across all its branches
- Company-wide trial balance, balance sheet and P&L across all branches
- Branch-by-branch comparison on the same definitions
- Stock valuation across every warehouse
- Receivables and payables ageing by branch and in total
- One activity log per company across its branches
Controls
Segregation of duties, approvals and an activity log
The controls an auditor asks about are the ones that have to be in the system rather than in a policy document nobody reads.
Roles carry only what the job needs
Permissions are granular and assigned by role, so the person who raises a document is not automatically the person who approves or pays it. Menus and screens follow the role, so people are not shown work they cannot do.
Approvals on documents
Purchases, receipts, payments, journals and notes can be set to need approval before they reach the books. An approved document cannot be edited.
Corrections are controlled
With IRD on, saved invoices cannot be changed: they are corrected by returns or same-day cancels. Approved, reconciled and locked documents cannot be edited, and edits are logged.
The hotel and the till check their setup first
The hotel’s setup checklist stops reservations, check-in and check-out until the rooms, ledgers, tax terms and numbering behind them are set, and the till checks its terminal, settings and cash before the first bill. Elsewhere, a document cannot be saved without its numbering series.
Access is restricted, logged and time-bound
Accounts lock after repeated wrong passwords, sign-in can be limited to listed IP addresses, user activity is logged, and account start and end dates cover staff who should only have access for a defined period.
Many figures open their documents
Many reports open the document behind a row, so “where did this number come from” is usually a click, not an investigation.
Rollout
How a multi-branch rollout actually runs
One branch is proven end to end before the rest follow it. A simultaneous group-wide cutover sounds faster and is how implementations fail.
- Pilot one representative branch. Usually the most complex one, because the simple branches are then a subset of a configuration that already works.
- Run it in parallel for one full period. Trade on both systems, then reconcile. Differences at this stage are configuration findings, not problems.
- Freeze the configuration as the group template. Chart of accounts, tax terms, numbering, roles and report layouts become the pattern every later branch inherits.
- Roll out branch by branch. Each one gets its own opening balances, its own reconciliation against closing figures, and its own supervised go-live.
- Compare each branch with the company total last. Company-wide reporting is only meaningful once every branch underneath it has been reconciled individually.
01
Discovery
We map your outlets, books, stock locations and statutory obligations, and agree what go-live means.
02
Configuration
Chart of accounts, tax and bill terms, document numbering, godowns, roles and payment methods, checked before the first live day.
03
Migration
Masters, opening balances and opening trial imported and reconciled against your closing figures.
04
Training
Role-based sessions for owners, cashiers, front desk, kitchen, storekeepers and accounts, using your own data.
05
Go-live
One full test cycle end to end, then supervised go-live with a support engineer on hand.
06
Aftercare
Ongoing support, new releases, and the help centre’s step-by-step guides.
Before you choose anything
Enterprise readiness checklist
Work through this against us and against anyone else you are considering. If a vendor cannot demonstrate an item in a live system, treat it as absent.
Ask the vendor to demonstrate
- A company-wide trial balance across all branches, on screen
- The same report filtered to one branch, reconciling to the company total
- An IRD invoice correction, from return to the IRD record
- A voucher edit, and the activity log entry it leaves
- Two users with different roles, showing what each cannot reach
- A document waiting for approval, approved, and then locked against edits
- A report row opened to the source document behind it
- A full data export in a format you can read without their software
Prepare on your side
- A current, agreed chart of accounts — not four versions of one
- A closing trial balance per company that your accountant stands behind
- Clean master lists: customers, suppliers, items, employees
- A physical stock count close to your intended cutover date
- A named owner per branch who can make decisions, not just relay them
- Written agreement on who may approve what, before roles are built
- The reports your board and your auditor actually require
- A realistic view of who needs training, and when they are free
Being straight with you
What we will not claim on a web page
Enterprise buyers are asked to accept a lot of unsupported numbers. These are the questions we answer in writing, against your requirements, rather than with a figure on a marketing page.
- Transaction volume and concurrent-user limits — we will discuss them against your actual numbers, under a mutual understanding of what we are measuring.
- Uptime and support response commitments — these belong in your service agreement, where they are enforceable, not in a headline.
- Reference customers — introductions are arranged with the customer’s consent, per evaluation. We do not publish names or logos without written permission.
- Full MRP with multi-stage production scheduling — our Production module is light manufacturing. If that is your core requirement, say so early.
Bring your hardest requirement to the first call
Multi-branch evaluations go faster when they start with the thing you are worried about. Tell us the structure, the branches and the reporting you are accountable for, and we will show you it working or tell you plainly that it does not.
Typically 45–60 minutes for a multi-branch scoping call.