Executive summary
From manual processes to a digitally integrated company
Sercodam, a leading manufacturer and distributor of protection nets for the construction, industrial, and sports industries, faced the typical challenges of a rapidly growing company: fragmented manual processes, information scattered across multiple tools, lost business opportunities, and post-sale operations disconnected from sales.
Wiger designed and implemented a comprehensive digital ecosystem that unifies the entire value chain — from capturing the first prospect email to confirming the on-site installation — in a single platform, automating the highest-friction operational tasks.
Key results
The impact in numbers
The problem
The pains of a company without integration
Before Wiger's implementation, Sercodam — like many manufacturing and distribution companies — operated with a patchwork of disconnected tools: email inboxes, spreadsheets, an external invoicing system, and communication via phone and personal WhatsApp.
Lost business opportunities
If a potential customer's email arrived on a Friday afternoon, nobody saw it until Monday. By then, the prospect had already contacted the competition.
- There was no single prospect registry — leads got lost in shared inboxes
- No way to prioritize: existing customers received the same treatment as new contacts
- The same prospect could be contacted by two different salespeople without knowing
- Follow-up depended on each salesperson's individual memory
Quotes: a bottleneck
A poorly written or inaccurate quote cost credibility and closed doors.
- Each quote required 30 to 60 minutes of manual work
- Quality varied enormously depending on which salesperson wrote it
- Calculation errors were frequent, creating distrust with clients
- The final document looked unprofessional, without consistent corporate branding
Production: the black box
There was no traceability of which materials were assigned to each order — control was manual and error-prone.
- Nobody knew for certain if material of the required dimensions was available
- Material cuts were planned 'by eye,' generating massive waste
- Extra materials and tools were assigned without any record
- There was no approval mechanism before entering production
Shipments: an act of faith
The customer had to call to ask 'has my order arrived yet?'
- Quoting shipments required calling multiple carriers and comparing prices manually
- Label generation was an external process disconnected from the system
- Tracking depended on copying tracking numbers and manually checking carrier portals
- Prepaid shipment billing was manual, with risk of errors
Installations: a paper calendar
A worker arrived on site without the right information — the address, contacts, access points, nothing was documented.
- Appointment coordination was done by phone, with double-booking risks
- There were no customer data forms — everything was verbal
- Multi-session installations were impossible to track
- If the customer didn't respond with their data, nobody noticed
Invoicing: the fiscal headache
Customer tax data was captured manually, with frequent errors in tax ID, fiscal regime, and address.
- There was no integration with an electronic invoicing system
- Payment and balance records were managed in Excel, disconnected from invoices
- Invoice cancellation was a confusing and manual process
- Tax data errors caused invoices to be rejected constantly
Inventory: the Excel nobody understood
We had a spreadsheet with over 500 material lines. Each person wrote the category differently. Finding something was an act of faith.
- Categories were free text — the same category appeared written 3 or 4 different ways
- There was no real-time stock — nobody knew how much material was actually available
- They discovered critical material was missing when they were halfway through a production order
- There was no record of who consumed what material, when, or for what purpose
Material cuts: invisible waste
We'd cut a 10×5 meter sheet to get a 3×2 piece. The 44 m² remainder piled up in the warehouse and nobody knew its exact dimensions.
- Cuts were decided 'by eye,' without considering how to minimize waste
- There was no cut diagram — the operator had no visual reference
- Remnants were lost: after cutting, useful leftovers weren't recorded
- Rotating pieces to better utilize material wasn't considered
Modules
Every area of your business, transformed
The result
The before and after
Sercodam went from being a company with fragmented processes dependent on individual people to a digitally integrated organization where:
No prospect is lost — every business opportunity is automatically captured and classified
Every quote is professional — with consistent technical quality in every document, ready in minutes
Inventory is no longer a mystery — from chaotic spreadsheets to a structured database with stock alerts
Every cut is optimized — minimizing waste and tracking every useful remnant
Production has full traceability — every material, every cut, every tool is recorded
Shipments track themselves — automatic tracking replaces manual follow-up
Installations are coordinated intelligently — with calendars, self-service, and automatic reminders
Invoicing is a flow, not a chore — automatic tax data extraction + integrated stamping
Everything is connected — prospect data becomes a quote, an order, a shipment, an invoice, without re-entry
About Wiger
Systems designed for how each company actually operates
Wiger is a technology consultancy specializing in designing and implementing integrated business systems — ERPs, CRMs, and custom operational platforms. We don't sell generic software licenses; we build solutions that adapt to how each company actually operates.
Case study prepared by Wiger — Last updated: April 2026