The challenge
A national organization running activity across many branches faces a structural gap in procurement: the person ordering is not a finance person, and the person accountable for the budget is not present at the moment of ordering. Control arrives late — after the supplier has delivered and the invoice has landed.
Why a standard implementation was not enough
Procurement can be run inside the ERP, but not when the requisitioners are branch staff who are not ERP users. It can be run in a spreadsheet, but then it has no connection to the real budget. What was needed was an operational layer above Priority — fully Hebrew, simple enough for daily use — that enforces the budget rules at the point of entry.
Architectural approach
The budget line is chosen before the order, from a list filtered by the user's own permissions and associations; the organisational attribution is derived from that choice rather than typed. Priority remains the accounting source of truth — the platform orchestrates the process and records into it, and does not hold the ledger. Development, testing and production environments are fully separated, with deployment procedures, post-release verification and rollback written down and maintained.
What was delivered
- A full procurement process: requisition, approval, order, goods receipt
- Budget control at the point of ordering, against a budget line
- Approval routing by role, authority and scope
- Purchase-order creation and supplier communication
- Operational dashboards for management
- Controlled permissions and an activity record for audit
