We implement, extend and support the whole of D365 Finance & Operations — X++ and whatever else the scenario calls for — and connect it to the rest of your operation. With the weight where it decides the outcome: warehouse, production, and the legislation that only exists here.
A D365FO project that only deals with this month's module pushes the problem into the neighbouring one. The list below is the ground we work on; the four marked ones are where WRSC weighs most.
The ones that break most, show up least in a demo, and need someone who has actually been on the warehouse floor.
Waves, work and handhelds that follow the pace of the operation — not the other way round. Layout, locations, cycle counting and the process design that makes the picker walk less. A badly designed WMS does not show up in testing: it shows up on the night shift, with a queue at the dock.
Routes, production orders, feedback and cost tied to what the machine actually did. Integration with scales, scanners and line equipment. The system has to fit the factory — when it is the factory adapting to the system, feedback becomes fiction and cost goes with it.
Fiscal document framework, NF-e, NFS-e on the national and municipal standards, SPED and taxation that changes from state to state. The part of the product headquarters abroad does not know, and the one that stops the operation when it is wrong.
The digital era reached the ERP: Copilot, agents and flows that take repetition away from people and give back decisions. We treat it as engineering — with scope, measurement and reversibility — not as a demo.
An ERP that does not talk turns into typing. The list below is what usually pays off fastest — and almost none of it needs a large project to start.
A canvas app for what does not fit the ERP, a flow approving what is e-mail today, and data going back and forth without a parallel copy.
Scales, scanners, handhelds, PLCs and line equipment. Feedback is born where the part is made, not in a spreadsheet at the end of the shift.
Orders, shipping notices and invoices exchanged with customers and suppliers in the format each one demands, without retyping.
SEFAZ, city halls, SPED, collection and reconciliation. The part that forgives neither delay nor a one-cent difference.
Orders coming in, freight quoted, tracking coming back. The end customer follows along with nobody from the office in the middle.
Service Bus, Functions, Logic Apps and APIs. Integration that takes a peak, that has a queue, and that does not lose a message when the other end goes down.
Not your case? There is almost always a way. Tell us the scenario and we will say what works, what does not, and what costs a lot for no reason.
Two things usually promised, and here simply the way we work.
Progress, what was done, what it consumed and what comes next stay in plain sight, up to date. No report assembled the night before the meeting, and no depending on someone remembering to send it.
Nothing is billed without being tied to something you asked for, with a record and an approval. The contract balance is not a sum redone at month end: it is a number that stands on its own and that you can check whenever you like.
A deadline that will not fit, a customisation that will hurt at the next update, a scope that treats the symptom and not the cause. Saying it costs a hard conversation; not saying it costs the project.
The difference shows up in the third meeting. A supplier answers what was asked; a partner asks why it was asked, and sometimes answers that the road is a different one — with the numbers in hand. That is what measure, do not assume is for: opinions about performance, tax risk or deadlines are cheap. Measurement costs time and ends the argument.