Deployable either on the cloud or on premise.


Evolve ERP Software offers a combined supply chain, manufacturing, distribution, and financial management system. All modules integrate with each other, allowing users to gain full access to all information and avoid re-entering data again and again. This ERP is applicable to small to mid-sized companies and works well for wholesale and retail distributors, manufacturers and service providers. Evolve ERP 360 is deployable either on the cloud or on premise.



Evolve ERP 360 has been developed entirely by Evolve and now localized to suit Japanese market. It is equipped with translated screens and interfaces including menu bars and toolbars, as well as local functions, reports and documents to support Japanese business practices. Evolve's subsidiary company in Japan is fully equipped to customize ERP according to customer requirements.


  • Sales and Account
  • Receivables
  • Purchase and Account Payable
  • Inventory and Stock
  • Cash and Bank
  • General Ledger
  • Reports
  • Access Levels and adaptations
  • Multi-Currency Support
  • Advanced GST/VAT handling

Advantages & Disadvantages of Evolve ERP 360

  • No Human resource management or customer relationship management modules. These have to be integrated separately.

  • Task shortcuts are not available and needs to configure from scratch.


Most frequent questions and answers

Implementation time depends on business process and varies from case to case basis. It can take anywhere from three months to five months depending on how many modules the company would like, number of deployment locations, customization, the number of available resources and data conversion
You'll want to determine how well each of those modules match your business processes. Each have an impact on time. A company would also need to define the type of reporting and dashboard capabilities they will need and ensure there is a clear communication between them to see the project be done in time to access new business opportunities.
Evolve Integrate an effective communication plan into each phase of the implementation project. This involves weekly status meetings between the project committee and the implementation team from the date the project kicks off. Both the implementation team, and the project committee, must come to terms with realistic expectations about the project with priorities agreed up. With these behavioral aspects of the project in place ERP can go live as projected.
Yes. On-premises systems require the procurement and setup of hardware (i.e. desktop computers, servers, etc.) and for that reason takes a much longer time to implement. On the other hand clouded technology can be accessed from virtually anywhere a wireless network is present, and need no added procurement of hardware.
The team performing the implementation should be the go to expert for scheduling the project. This way the company can move forward with their opportunities and are provided with a realistic expectation about what it will take to complete the project in the way they intended.
If there is a lack of communication between the customer and the project manager project can drag on.

IT teams understand technicalities, but may not understand how to gauge and resolve contingencies in business processes. This is where business leaders from all departments will need to be held accountable for participating in the adoption of the ERP system.

The point of the system is to create transparency for other business users and is likely a more effective solution for reports configuration. Without communicating specified work from each department, the ERP will not be configured to parallel these transactions and the system will not perform as expected.

Migrating data and converting it takes time; and time is money. The more data that needs to be migrated or converted, the longer the implementation will take.

Users must be adequately educated on their system and the processes in which they'll perform each day. Their education starts at the projects inception. This ensures the most ROI out of the system too, since users are using the system as intended.
First, a company will need to carve out clearly defined business processes. This involves conceptualizing the work flows of a selling, engineering or shipping process from quote to cash. If business processes are not clearly defined prior to the project, the implementation team will fail to consider these aspects of the business in the mapping of the system

Secondly, those designated a role in the project need to be held accountable for completing the tasks they've been issued on time. Without managing this, the implementation will inevitably take longer than expected. Users will need to stick to a homework plan throughout the implementation and executive sponsors will be accountable for making sure users are reviewing the material.

Thirdly, the customer must accept the customizations that will need to be done to the system. If there are integrations of the ERP to other system that need configured, this will require custom mapping of the system as well. The time frame for the ERP project could be longer than expected - but it's more likely worth the money and ROI that comes from those systematic configurations after the system goes live

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