Commsoft Technologies

Stelpro Design Inc. was facing a challenge due to its outdated UNIX-based customer computer system. The company was growing exponentially and needed more real-time reports to manage this growth effectively. The manufacturing operations required integration with a central application to access necessary information. Moreover, the company was under increasing pressure from clients to provide invoices via email. The existing systems were not equipped to handle these demands, leading to inefficiencies and delays.

J.U. Houle, a company specialized in plumbing and heating products distribution as well as municipal and industrial quality products, was facing a challenge with its existing computer system. The system was very limited at the functional level, lacked flexibility, and depended on one person for its maintenance. This system was unable to meet the future needs of the company, which aimed to increase its efficiency and profitability with a more advanced system developed with modern technologies.

Jacmar Automation, a retailer and designer of industrial electronic products, was facing challenges in optimizing their control over project costs and inventory management. They also wanted to expand their business online. The company was in need of a more efficient management solution that would provide better control over their data and save time. It was crucial for Jacmar to have a flexible system that could easily adapt to changes and potential modifications.

Liquidation Plomberie Mascouche, a company with over 20 years of experience in the plumbing sector, faced a significant challenge. Their old computer system was unable to provide the necessary information to make optimal decisions during their continuous growth. After two expansions, the company needed to integrate a solution that meets the new business challenges. The company's old system was not flexible, intuitive, or integrated enough to support their growth and improve customer service. They also needed to optimize their Material Requirements Planning (MRP).

Ficodis Group, an industrial supplies distribution group, has been on an aggressive acquisition spree since 2012, acquiring more than ten companies. This rapid expansion strategy aimed to broaden its product and service offerings, increase its geographic presence, and enhance customer proximity. However, integrating these new companies into the group posed significant challenges. The group needed a tool to streamline business processes, facilitate department specialization, and manage inventory, purchasing, and sales effectively across all branches. The challenge was to find a solution that could integrate data from all branches, allowing each to access the inventory of the others, and streamline administrative functions like accounting and purchasing.

Argon 18, a high-end bike manufacturer, was facing challenges in meeting customer demand due to the use of three different systems that lacked centralization and consistency. The company was experiencing issues such as errors, suboptimal customer service, difficulty in estimating delivery dates, and inefficient sales processes. The management team wanted to replace these systems with a single, customizable, and flexible ERP system that would allow them to focus on their business goals rather than solving office management issues.

Isolofoam, a manufacturer of expanding insulating polystyrene foam, has been in business since 1970. The company has experienced significant growth over the last decade, which has necessitated a refinement of its management processes. Previously, Isolofoam was using two different systems for management, which were plagued with bugs and data corruption issues. This resulted in a lack of available information on the company's activities, hindering effective decision-making and process optimization.

Since its inception in 2010, Ficodis, a group specializing in industrial distribution, has expanded its acquisitions in Quebec and Ontario. Through its 13 stores, the group offers a wide range of tooling, safety, cutting, and power products targeted at manufacturing businesses and service SMEs. To sustain its growth, Ficodis required an integrated management software tailored to its acquisition strategy. Effective inventory, purchasing, and sales management were crucial for their growth as a distributor. The SME aimed to harmonize its business processes, centralize its support functions (accounting and purchasing), and reduce data entry errors that affected its productivity. Lastly, it was crucial for the company to find a human-scale ERP provider to facilitate future collaboration and development requests.

Coractive High-Tech, a Quebec City-based designer and manufacturer of innovative optical fibers and fiber lasers, was facing a significant challenge. The company, with 65 employees and an office in China, was struggling to manage and store their data effectively. The software they were using did not communicate with each other, leading to inefficiencies and difficulties in accessing reliable information quickly. This was particularly problematic as Coractive needed to meet the demands of its OEM customers in Asia, the USA, and Canada profitably. The company was also aiming to continue its profitable growth in international markets, a goal that was becoming increasingly challenging due to intensifying competition and dropping product prices.

La Petite Bretonne, a food processing giant, was facing challenges with its manual processes for purchasing, production, packaging, distribution, and collection. The company was using a management system with handheld computers for distribution and another software tool, but these systems were not integrated. The company wanted to add value to their data integrity and use it to run analytics and create reports to develop winning strategies. However, the data was accessible to several users and could be modified multiple times a day, increasing the risk of human and data entry errors. The company also needed to optimize their processes for buybacks, purchase orders, and various quality control points.

Pilot P.B., a company specializing in industrial equipment distribution, was operating with an in-house system that lacked flexibility and could only be maintained by one person. This system was not capable of supporting the company's future needs as it sought to become more efficient and profitable. The company was in need of an advanced management solution that was based on reliable technologies.

Les Dépendances, a company that imports and distributes fine cheeses, was facing operational challenges due to its growth in foreign markets. The company was previously operating with various small software and Excel files, which were no longer sufficient for their expanding operations. They needed an integrated system to optimize their operations and automate their work processes and procedures. The company was also preparing for a change in ownership in 2015, which required a more structured and automated system.

Mondoux Distributions, a company in the manufacturing, repackaging, and distribution of treats and sweets, has seen significant expansion since the 1980s. Its activities are spreading across Ontario and the eastern provinces. However, Mondoux's old computer system was unable to provide the required information to make optimal decisions during their continuous growth. This system was limiting their activities and presented corrupted data issues. The company needed a solution that could handle their expanding operations and provide accurate, real-time data for decision-making.

Distam, a company in the fasteners and trailer parts distribution industry, was on the brink of bankruptcy. The company's processes were disorganized, lacked sufficient controls, and were losing market shares. A new management team took over the business and realized that a transactional e-commerce portal was necessary for the company's survival. Additionally, the inventory management system needed a complete overhaul to ensure better profitability.

Électrimat, a wholesaler and retailer specialized in electrical equipment, heating, and lighting fixtures, was facing technological challenges. The company, which was bought in 2011 by Christian Grenier and Mathieu Legris, needed a complete technological overhaul to track its results and profit margins better. The new owners aimed to breathe new life into the Quebec SME and further develop it. However, they needed a management software adapted to its activities as a distributor and retailer. It was also crucial for Électrimat to work with a local team and use an intuitive system in French to facilitate implementation and user adoption.

Distribution Paral, a family-owned company specialized in dairy product distribution based in Quebec, was facing challenges in managing its growing number of transactions and increasing sales. The company had diversified its products and acquired new businesses, leading to a significant increase in transaction volume. The company needed a solution to efficiently manage its inventory, orders, accounting, sales, and more. The challenge was to find a system that could manage two different companies with one single tool, provide an e-commerce solution for online orders, be compatible with suppliers' management systems, offer a mobile solution for sales representatives, and scale with Distribution Paral's needs and growth.

Rocheleau, a Quebec wholesaler specialized in hardware for kitchen furniture and cabinets, aimed to increase its sales volume without increasing the size of their sales teams. In 2012, the company decided to integrate a B2B e-commerce platform with its ERP software system. The company had two main goals: to automate its sales processes to compete internationally and to increase its sales without hiking up the number of employees. However, the company quickly realized that the management software they chose two years ago, despite its being a world-renowned brand, could not easily integrate an online sales site. Problems in communication between the ERP developer and the integrator complicated the project that much more.

Coractive, a designer and manufacturer of innovative optical fibers and fiber lasers, was experiencing rapid international growth. However, the company found it difficult to make fast decisions based on reliable information. The company's data was managed through Microsoft’s Excel and Access software as well as Sage for basic accounting. However, these documents did not communicate with each other, resulting in data silos and time-consuming report assembly for business analytics. Furthermore, in their key Asian markets, the intensifying competition had led to dropping prices. To remain competitive, Coractive needed more precise control of its costs and profit margins. The company needed a solution that could offer system flexibility to accommodate growth, be simple to use, deliver a rich set of functions, process the scientific data required for the manufacture of fiber optic products, integrate seamlessly with existing systems and applications, and be cost-effective.

La Petite Bretonne, a famous pastry and bakery brand in Québec, was looking for an ERP system that could meet its needs and goals. The company wanted a system that could handle changes in business realities and support them for many years. They were looking for a developer, not just an integrator, who could adapt the ERP system to their requirements. The company also wanted to spend less time on data entry and more time on data analysis and strategy implementation. The invoice buy-back process was a crucial point for La Petite Bretonne, and they needed a system that could handle this process efficiently.

Jacmar Automation, a component parts distributor and systems integrator, was using a DOS system that was no longer able to meet their expectations. They needed a system that would improve the tracking of project costs, ensure a more rigorous inventory management and allow them to complete transactions online. In short, they needed a more efficient system that would save time and provide more control. The company had been wanting to make this change for 20 years.

Gusta Foods, a fast-growing vegan food products company, faced several challenges as it aimed to transform digitally and avoid the pitfalls that many start-ups encounter. The company's strategic plan outlined a vision for a paperless, employee-friendly, Industry 4.0-ready, and agile business. However, realizing this vision required overcoming several constraints, including ensuring clean data entry, implementing an ERP system while moving to a new plant, and complying with industry food safety standards. The company needed an ERP system that could support its growth and help it achieve its strategic goals.

Distribution Paral, a growing SME specialized in the distribution of dairy products in Québec, was facing the challenge of managing a growing number of transactions and increasing sales. The company's growth was hampered by a lack of integrated tools and the use of manual processes. The agrifood distribution sector is a very competitive industry, and access to real-time information is a major asset. Up until then, Paral had no online ordering system to manage its sales processes. Its sales force did not have access to customer information in real time and the increasing transaction volume had become too complicated to manage. Alain Parent and Denis Parent also owned Total Alimentation, a distribution company that catered to food service establishments. For them, it had become a necessity to invest in an integrated management system.

Baron Tools, a fast-growing distribution company in Greater Montreal, was facing major challenges due to its rapid movement of inventory. The company was managing product flow with paper documents and accounting software stretched beyond its capacity. As a result, Baron did not have an accurate ongoing view of its stock position or profitability until the end of an accounting period. The lack of visibility into company processes greatly impacted productivity and profitability. The company was using outdated tools and dealing with a lot of paper. The software and systems simply couldn’t keep up with the aggressive sales goals of the company.

St-Donat Bakery, a family business with nearly 100 years of experience in Quebec and Ontario, was facing operational issues due to its expansion and ongoing growth. The bakery used many different tools that did not communicate with each other, leading to difficulty in finding reliable information and lack of agility. The billing and ordering process was complex and prone to errors as St-Donat manually encoded its invoices from a large number of distributors. The bakery did not have a centralized system to track inventory for its 6 external warehouses from which distributors get supplies at varying frequencies. As production and shipping data was manually entered on a daily basis with no possible control, it could lead to situations where the bakery produced 1,000 pies from one batch per day and shipped 1,500 without tracking the discrepancy. As part of its LFSC22000 certification for food safety, not all products could be traced during the annual recall exercises performed by St-Donat.