Every branch, one plan-versus-actual
ERP, CRM, service and accounting data in one warehouse and one model, so plan-versus-actual, stock in transit, bonus eligibility and service KPIs come from one set of definitions across business units.
For CFOs, COOs and heads of sales operations at distributors and multi-branch retailers.
If this sounds like your week
- Each branch reports plan versus actual its own way. Consolidation takes the finance team weeks and the numbers still get disputed.
- You can see stock in the warehouses but not what’s in transit, so you double-order and still run out.
- Bonuses are calculated in spreadsheets. Every quarter someone finds an error and the sales team stops trusting the plan.
- Returns by country, warranty claims, repair backlog: the service side is a black box to management.
- ERP, CRM, the service system and accounting all disagree on margin by region, and each department defends its own number.
- The company has grown into many business units; the reporting was built for one office.
What gets built
- Sources
- ERP, CRM, service and accounting systems; Google Sheets where a sheet is the real source.
- operational databases, MySQL, Google Sheets, ODBC, REST APIs
- Warehouse
- ClickHouse loaded from the operational databases through ELT pipelines orchestrated with Apache Airflow.
- ClickHouse, MySQL, Apache Airflow, Python, SQL
- Data model
- dbt transformations and a metric layer consistent across business units: revenue, expenses, gross margin and cost structure by product, region and business unit; plan-versus-actual by department, region and branch; stock on hand, in-transit inventory, warehouse balances, sales and returns by warehouse and country; bonus and incentive KPIs tied to plan fulfillment; service KPIs for warranty claims, service requests and repairs.
- dbt, SQL, DAX, Power Query (M)
- Reporting
- Apache Superset and Power BI dashboards for management, branch and department heads, sales teams and service departments.
- Apache Superset, Power BI
Work I can describe
For a global, multi-brand distributor of powersports and recreational vehicles (motorcycles, boats, ATVs, buggies, outboard motors) with over 1,000 employees, I built the analytical layer for finance, logistics, sales planning, service operations and KPI management. Data from ERP, CRM, service and accounting systems was integrated into unified models on a ClickHouse warehouse with dbt transformations and Airflow pipelines, reported in Apache Superset and Power BI. The layer covered revenue, expenses, gross margin and cost structure by product, region and business unit; plan-versus-actual sales by department, region and branch; stock on hand, in-transit inventory, warehouse balances, sales and returns across multiple warehouses and countries; KPI dashboards that identify the employees and teams eligible for bonus payouts based on plan fulfillment; branch-level sales efficiency, margin contribution and turnover; and service analytics for warranty claims, service requests and repair operations, with metrics kept consistent across business units.
Clients are not named.
How we start
- I
Discovery call
Which consolidation is disputed, which systems feed it, and who signs off on the plan.
- II
Data audit
ERP, CRM, service and accounting: where margin by region disagrees and why, what the bonus spreadsheet actually calculates.
- III
Model, reporting, handover
A metric layer agreed across business units; dashboards by branch, department and service team; then documentation, scheduled refresh and monitoring so your team runs it.
Send the consolidation nobody signed off on.
Attach last quarter’s consolidation and name the branch that disputed it. That is enough for a first call.
Email dauren.m@lief.devEmail Dauren