Graam

Buying gold and silver. Fast, reliable, always on time

A system was developed for the management and automation of the business for the purchase of gold scrap, metal refining and the sale of gold granules for production

graam.ru
php
Laravel
Vue.js
Bootstrap
MariaDB
Vuetify

Description of project

The client buys up scrap gold, smelts it into pure gold and sells it to banks and jewelry industries.

A system was developed for the management and automation of the business for the purchase of gold scrap, metal refining and the sale of gold granules for production.

Hours & team composition: 5 developers, 1 designer, 1 project manager, 2 years of work

php

php

Laravel

Laravel

Vue.js

Vue.js

Bootstrap

Bootstrap

MariaDB

MariaDB

Vuetify

Vuetify

Tasks

The client worked with Google tables where information about deals, cash flows was manually entered, and sales planning and financial planning were done. The transfer of tasks between team members took place through a messenger. This resulted in a lot of manual work that took time and accuracy. There were mistakes that led to losses for the company. The response rate was slow, making decisions on deals required a lot of manual work and a lot of time. The director of the company was coordinating the work, and he was completely captured by this operational work. In view of this, it was not possible to scale the business, the director could not deal with strategic tasks.

Task 1 was to free the director from the operational process, speed up all processes, automate work, and improve the accuracy of decision making.

Task 2 to develop a platform for market participants through which they could conduct deals for the sale / purchase of gold and receive up-to-date information about the market situation.

The client turned to us because we have experience in the design and development of such systems.

Challenges

Challenge / difficulty 1: Study the business and the processes inside it, and develop an erp system based on this where all the roles of the company's employees will work.

An example of how it worked before development: a manager receives information from a client who wants to sell gold. He sends the received information about the deal to the coordinator, who looks at the price of gold at the moment, the availability of the required amount of funds in the company's accounts, the presence of sales deals in which this purchased metal can be included. The data was in different places.

Challenge / difficulty 2: Think about what can be automated in the processes of the company, so that all calculations and decisions are made not by people, but by the system, to speed up the passage of deals, as well as increase the accuracy of decisions.

Challenge / difficulty 3: Respond quickly to changing market conditions, and propose changes in the system based on new realities, adjusting business processes. Example: When refineries began to badly need scrap gold, it was decided to start selling scrap gold directly to the factory, because of which it was necessary to rebuild the processes within the company team and the work of the system.

Solution

What approach did we choose? Agile

First, there was a study of the company and an immersion in the processes. Study of existing artifacts. Further, the architecture of the system was developed, step-by-step development, with the implementation of parts that removed bottlenecks, and after that full coverage of all business processes by the system. After that, the automation of processes was carried out, which made it possible to significantly reduce the company's operating costs and increase its scalability.

Awesome things we’ve done

First, there was a study of the company and an immersion in the processes. Study of existing artifacts. Further, the architecture of the system was developed, step-by-step development, with the implementation of parts that removed bottlenecks, and after that full coverage of all business processes by the system. After that, the automation of processes was carried out, which made it possible to significantly reduce the company's operating costs and increase its scalability.

Date 11.0412.0413.0414.04
Scrap (9), g 1 450
+100
-900
650
+4000
-2500
2 150
-
-13000
-10 850
+550
-100
Products, g 1000100001000
Non-cash, $ 1 600 0001 600 0001 600 0001 600 000
Cash, $ 500 000500 000500 000500 000
Special sales, $ 2 5604 5002 5604 500

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