Free self-assessment
ERP readiness assessment for medical equipment distributors.
Ten questions about how your operation actually runs: traceability, consignment, service schedules, tenders, month-end. Three minutes. A score out of 100 and an honest reading of it. No email required.
Before you start
Answer for how things work today, not how they should.
Each question has three answers. Pick the one closest to your reality, even when it is unflattering. The score is for you, not for us: it only helps if it is honest.
- 10 questions, single choice
- About 3 minutes
- Scored 0 to 100, result on screen
Question 1 of 10
How many separate systems does it take to run the business day to day?
Count everything: the accounting package, the CRM, the warehouse spreadsheet, the service calendar, the shared drive.
How does an order travel from quote to invoice?
How do you track lot and serial numbers, and expiry dates?
How much visibility do you have into consignment stock at customer sites?
How are preventive maintenance and service contract schedules managed?
How is tender and quote paperwork prepared?
When you do a physical inventory count, what happens?
How long does month-end close take?
How does management get its numbers?
How often is data re-keyed from one system into another?
Your result
0/100
Running on memory and goodwill
Your operation works because a few people carry it in their heads. Every quote, delivery, and service visit depends on someone remembering, and the cost surfaces as expired stock, missed maintenance visits, and month-ends that never quite close. The deeper risk is structural: an operation that lives in people’s heads cannot be handed over, audited, or scaled. Software alone will not fix this, and buying it first usually makes things worse.
Recommended next step: Map the processes before touching any software. A two-week Operations Audit gives you that map, a data quality assessment, and a fixed-price roadmap.
Spreadsheet-powered
You have systems, but spreadsheets do the real work between them. Every re-keying step is a place where a lot number, an expiry date, or a price can silently change, and the team compensates with discipline and long hours. That holds until volume grows or a key person leaves. The foundations for a proper system are there; what is missing is a single system of record for each core process.
Recommended next step: Decide what the system of record should be for orders, stock, and service, then sequence the move. The Operations Audit exists to produce exactly that sequence.
Partially systematized
Parts of your operation run on real systems, and it shows in the areas you trust. The remaining errors live in the seams: consignment sites nobody sees live, service schedules kept beside the system instead of in it, reports assembled by hand at month-end. Closing those seams is less work than the original implementations were, and it is where the payback now sits. The risk at this stage is adding another disconnected tool instead of finishing the connection.
Recommended next step: List the seams, cost them, and close them in order of damage. An Operations Audit will rank them for you and price the fix.
Nearly there
Most of your operation already runs on connected systems, and your answers suggest the data is broadly trusted. What usually remains at this level is consolidation: retiring the last side spreadsheets, automating the recurring documents, and letting reporting come from the system instead of being built about it. The open question is whether your current platform can carry those last pieces or whether it has become the constraint.
Recommended next step: A short assessment of the current platform will answer that question. If the platform holds, you may only need advisory hours, not a project.