Five documents, one chain. Every step leaves a record.
You enter something once. The quote becomes an order, the order becomes a delivery note, the delivery note becomes an invoice, and the payment settles the receivable. Nothing is retyped, and every hand-off from one document to the next stays readable.
a priced proposal
a commitment to the customer
what actually ships
+receivable
−receivable
Every arrow is a record: who converted what, when, and for which quantities.
Three tools that don’t talk to each other aren’t an ERP. They’re the same work, done three times.
The quote starts in a spreadsheet, the invoice is retyped somewhere else, and stock gets corrected by hand on Friday evening. Every retype is a chance to get a price, a quantity or a VAT rate wrong.
A customer disputes a line. Finding the original quote, the accepted order and the delivery note takes half a day, and depends on the memory of whoever was there.
Two salespeople promise the same last unit, because nothing connects the commercial promise to what is actually reserved.
Each step produces a document, and each document feeds the next. Here is what changes at every hand-off.
You price it with your products, your discounts and your taxes, fiscal stamp included. The quote commits you to nothing yet. It carries a validity date and expires on its own if nobody answers.
The order picks up the quote with nothing retyped. It settles what this customer is owed: the quantities, the prices, and what is still to be delivered.
The delivery note records what actually goes to the customer. You can ship in three batches — what is left to deliver is tracked line by line.
The invoice opens the receivable and freezes the tax detail, so the printed document and the total can’t drift apart.
One transfer can settle several invoices. An overpayment becomes credit in the customer’s name instead of disappearing into a corner of the spreadsheet.
Three things cross the boundary: the document, the goods and the money.
Selling isn’t the only chain. The same rules apply to buying, to prospecting and to the catalogue.
The buying chain follows the same logic in reverse. The internal request becomes an RFQ, the RFQ becomes a purchase order, the goods receipt brings the stock in, and the vendor’s bill opens the payable.
VIA ERP then compares that bill, line by line, against the order and the receipt. Anything beyond your tolerance is flagged before the payment, not after.
internal need
several vendors
commitment
+stock, cost layer
+payable
−payable
The three-way match holds the order, the receipt and the bill against each other.
The opportunity already carries your catalogue products, with their quantities and discounts. The expected amount is worked out on the same pricing the quote will use, so nothing is retyped between qualifying and proposing.
When the deal is won, the quote, order and invoice that follow stay attached to the opportunity they came from. You know what a deal actually earned, not only what it promised.
qualification
products and discounts
priced proposal
customer commitment
+receivable
A won opportunity stays linked to the documents it produced.
The same reference is used to sell, to buy and to value — but not at the same price, and this is where most tools get it wrong.
VIA ERP keeps the three apart: the sale price, the price negotiated with each vendor, and the real cost of the batch you received. Margin is worked out on the third, not on a rough average.
Three distinct prices, one catalogue.
Freight, duty, insurance and handling are spread across the products that actually carried them — by value, by quantity or by weight.
The allocation lifts the cost layer of the batch you received. Later movements out are therefore valued at landed cost, and the margin you read is the margin you made.
Cost of sales 682,50 TND
Example: 55 units shipped across two batches received at different costs.
A chain is only worth having if you can walk back up it, and unwind it cleanly.
You see everything the cancellation touches downstream first, then decide document by document.
Every arrow between two documents is a dated, attributed record.
Above the amount you set, the document waits for approval, and escalation follows the amount.
The vendor bill is held while the order, the receipt and the bill disagree.
A closed period refuses new entries, and reopening it leaves a record.
A rate change never rewrites a document already issued.
Per module, with a manager level and a user level.
Twelve routine jobs nobody has to remember any more. You switch them on once.
The full chain suits a distributor. A services firm has nothing to deliver, and an online catalogue sends no quotes. The document path is a setting, not a rebuild.
From a quote straight to an invoice, with or without an order, with or without a delivery.
A services or catalogue-only business never turns it on.
The move from one step to the next happens on its own, under your status and amount conditions.
You buy in euro and sell in dinar without keeping a second spreadsheet.
Separate books, numbering and reporting under one account.
The chain is worth nothing while your data lives somewhere else. Three steps, in this order.
Choosing Tunisia installs the taxes, tax groups, currency, banks, payment terms and numbering. VAT at 19 %, 13 %, 7 % and 0 %, the fiscal stamp and FODEC are in place before your first invoice.
An import assistant reads your spreadsheets, maps the columns, flags duplicates and lets you roll a whole import back if it isn’t right.
You keep the steps your teams actually use. You can add more later without reworking the documents already issued.
No. The chain works with whatever you have switched on. Many businesses start with quotes, orders and invoices, then add stock or purchasing later, without reworking the documents already issued.
Yes — that is one of the five document paths. For physical goods the full chain is still the better one: the delivery is what moves the stock and costs it, not the invoice.
You see the list of documents the cancellation touches downstream first, then decide for each one. It runs as a single operation and leaves an audit row. If a step fails, you retry it.
Yes, and what is left to deliver is tracked line by line. One limit to know: delivery and invoicing currently share the same converted-quantity pool, so invoicing an order in full can block the delivery note still to be made. For physical goods, deliver first.
Not today. There is no customer portal, and no page here promises one for a given date. Documents go out by email from VIA ERP, in each customer’s own language.
Stock movements and journal entries follow the same chain, but the goods receipt does not post a received-not-invoiced entry. A period-end reconciliation between the stock ledger and the general ledger is therefore still needed.
