ICT · IT services and systems integration
Sigma IT: Connecting regional service delivery to project profitability
A multi-company Odoo design that connects commercial activity, project costs and financial reporting across an IT services business.
TDS + Odoo
Project profitability
Industry transformation case study
The client & the challenge
Start with the business.
Sigma IT combines technology products with service and training engagements. Its requirements span multiple legal entities and countries, making a consistent view of commercial activity and costs central to management control.
A hardware transaction, a service engagement and a training assignment do not generate costs in the same way. Sigma’s requirements called for project budgets, attributable expenses and business-line reporting alongside intercompany sales and purchases. Management needed a way to follow the economics of delivery without losing the accounting detail behind each number.
The solution at a glance
Follow the economics of every engagement
Illustration of the documented solution scope and intended business value.
01
Commercial activity
Hardware, services and training follow their relevant sales and delivery routes.
02
Delivery commitments
Purchases and intercompany transactions support the engagement.
03
Project cost capture
Budgets, expenses and business-trip allocations connect to analytic accounts.
04
Management reporting
Business-line P&L and regional sales reporting connect to accounting detail.
The TDS approach
TDS translated this operating model into an Odoo scope connecting source transactions to analytic accounts. The design brings project budgets and actual expenses together, accommodates make-to-order hardware and direct delivery, and separates service and training economics. Intercompany workflows preserve the legal-entity structure while supporting regional operations.
Business value first
What the design makes possible
Know what a project consumes
Allocating relevant expenses to the engagement is the foundation for assessing its financial performance. The scope distinguishes project costs from general overhead.
Make regional operations traceable
Intercompany sales and purchases provide an explicit transaction path between companies, supporting control as work crosses organizational boundaries.
Connect reporting to its source
Analytic reporting linked to accounting transactions helps finance investigate a result rather than rely on a detached spreadsheet total.
This story describes the documented solution requirements and intended business value. It does not report quantified post-go-live results.
What makes this case special
Industry knowledge, expressed in the workflow.
This case demonstrates how TDS designs around the economics of an ICT business: product fulfilment, skilled services, intercompany activity and project expenses all need to meet in a coherent financial model.
Bring project delivery and financial control into the same conversation.
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