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We design the business process before we configure the software — then deliver it through discovery, build, migration, testing and a rehearsed cutover.
Most projects open with “show us how this module works”. We prefer to open with “show us how your business works” — because success is not measured by how many modules were configured.
A Dynamics 365 implementation has to connect every one of these areas. Designed independently, the business receives several configured applications. Designed together, it receives one operating solution.
Financial management, payables, receivables, budgeting, cash, fixed assets, project accounting, tax and reporting.
Explore →Procurement, inventory, planning, manufacturing, warehouse management, quality, asset management and logistics.
Explore →Finance, purchasing, sales, inventory, projects, manufacturing, warehousing and service for growing organisations.
Explore →Lead and opportunity management, pipeline, sales automation, forecasting, AI and customer engagement.
Explore →Work orders, scheduling, customer assets, preventive maintenance, inspections, inventory and mobile execution.
Explore →Project sales, estimates, contracts, resources, time, expenses, project accounting, billing and profitability.
Explore →Store Commerce, POS, e-commerce, B2B, pricing, promotions, loyalty and omnichannel fulfillment.
Explore →Power Apps, Power Automate, Power BI, Dataverse and secure Azure integration around the core applications.
Explore →Nine stages. Select any one to see what happens there and what you receive from it.
Understand
Understand how the business actually operates — where controls fail, where spreadsheets fill gaps, which processes differ by entity, and which legacy habits should not be carried forward.
Deliverables from this stage are listed above and carried into the next.
Microsoft structures Dynamics 365 implementation across five stages. Ours follows the same principles, adapted to the size, complexity and risk of each engagement.
Microsoft’s process-focused guidance recommends using end-to-end business processes as the framework for defining, designing, building and testing the solution — not module-by-module configuration.
Discovery is not collecting a list of requirements. It is understanding how the business operates today, where controls fail, where spreadsheets fill the gaps, and which legacy processes should not be carried forward at all.
Legal entities · Business units · Sites · Warehouses · Stores · Projects · Service locations
Lead-to-order · Procure-to-pay · Plan-to-produce · Order-to-cash · Record-to-report · Project-to-profit · Service-to-cash
Current ERP · CRM · Payroll · Banking · Tax · E-commerce · WMS · MES · Portals · Reporting tools
Customers · Vendors · Products · Assets · Employees · Projects · Opening balances · Open transactions
Operational reports · Financial statements · Dashboards · Regulatory reports · Management KPIs
The output is not hundreds of unstructured meeting notes. It is a process catalogue, requirements register, fit-gap assessment, integration and reporting catalogues, data-migration scope, security requirements, solution risks and project assumptions.
Every requirement is pushed down this ladder before anyone writes code.
In fit-to-standard workshops every requirement is compared with standard Dynamics 365 functionality and given one of seven outcomes. Without that control, a requirement becomes a customisation, then more code, more testing, more maintenance and more upgrade risk.
These five cause most implementation failures. Open any one to see how we handle it.
Dynamics 365 rarely operates alone. A real implementation connects it to banks, payroll, HR, payment gateways, e-commerce, tax platforms, logistics providers, WMS, MES, vendor and customer portals, legacy ERP and data warehouses.
An integration is complete when the business transaction is created, failure can be identified and corrected, and both systems can be reconciled — not when the endpoint returns 200.
Migration is one of the highest-risk parts of any Dynamics implementation. Configuration data and migration data are planned separately, and both are mapped, tested, validated and rehearsed before cutover.
The partner can migrate data. Only the customer can confirm the business data is correct — so ownership stays joint, and sign-off is explicit.
Dynamics security should follow business responsibility: job roles, duties, privileges, company access, segregation of duties, sensitive information, approval authority, administrator access, integration users and service accounts.
The same user should not perform every step simply because it is technically possible. Segregation of duties is a design decision, not an audit finding.
Testing belongs in the project from early on rather than as a final activity. Each layer answers a different question, and the exceptions matter more than the happy path.
In procure-to-pay we do not only test PO → receipt → invoice → payment. We test partial receipt, over and under delivery, price and quantity mismatch, invoice without receipt, returns, credit notes, prepayments, rejected workflow, payment reversal, cancelled orders and integration failure.
A detailed cutover strategy is written, rehearsed, validated and signed off before execution, with responsibilities assigned and production readiness confirmed.
Readiness means SIT and UAT complete, critical defects resolved or formally accepted, migration rehearsed, cutover approved, users trained, security ready, integrations validated and the support model already active.
The approved architecture — applications, organisation model, data, integration, security and environments.
Every requirement classified: standard, configuration, process change, extension, integration or out of scope.
Controlled system setup, traceable back to an approved business requirement.
Every interface with source, target, frequency, identifiers, error handling and reconciliation.
Objects, ownership, mapping, cleansing, migration cycles and business sign-off.
SIT, UAT, migration, performance, security and regression scope with acceptance criteria.
The production transition sequence, rehearsed before it is executed.
The post-go-live operating model, issue classification and escalation path.
A Dynamics 365 implementation is a layered architecture. Each layer has an owner, and every layer has to reconcile with the one above it.
Implementing Dynamics 365 for the first time, with no legacy Dynamics environment to carry forward.
Replacing older ERP, CRM, accounting, warehouse, service or retail systems with Dynamics 365.
Modernising AX 2009 or AX 2012 environments into current Dynamics 365 architecture.
Moving NAV environments to Business Central where that is the right fit.
Moving older Dynamics CRM or another CRM platform to Sales, Customer Service or Field Service.
Redesigning a Dynamics environment made unworkable by excess customisation, weak process design, bad data or poor adoption.
Phasing is the seventh option — finance first, then procurement and inventory, then manufacturing, then sales, service and analytics. It reduces risk where organisational readiness is limited, provided the phasing respects process dependencies rather than just splitting modules.
TodayFinance software, a separate inventory system, production planning in Excel and manual approvals.
ApproachFinance, procurement, inventory, planning, manufacturing, warehouse, quality and Power BI on Finance + Supply Chain Management.
Urewa focusEvery physical transaction has a correctly designed financial outcome.
TodayAccounting software plus a wall of spreadsheets.
ApproachBusiness Central across finance, sales, purchasing, inventory, manufacturing and reporting.
Urewa focusLegacy complexity is left behind rather than imported into a simpler cloud solution.
TodaySales commitments and delivery economics live in different places.
ApproachSales + Project Operations + Finance: lead, opportunity, quote, project, resource, time and expense, billing, revenue, margin.
Urewa focusWhat was sold and what gets delivered finally agree.
TodayCustomer, asset and service history scattered across systems.
ApproachSales + Field Service + ERP: customer, asset, service request, work order, technician, parts, completion, invoice.
Urewa focusA complete service-to-cash architecture rather than a dispatch tool.
TodayStore and online operate as separate businesses with separate inventory.
ApproachCommerce + Supply Chain + Finance: product, pricing, channels, inventory, order, fulfillment, payment, posting.
Urewa focusThe customer promise matches inventory and accounting reality.
We understand end-to-end transactions before anyone opens a setup form.
Major design decisions are made and owned before code starts.
Customisation requires justification, not just a requirement number.
Migration is not postponed to the final month of the project.
Interfaces ship with monitoring, retry and reconciliation built in.
Partial receipts, mismatches, reversals and failures — not only the happy path.
Production migration is practised before it is performed.
Key decisions have accountable owners, recorded outside meeting notes.
Unresolved design decisions should not sit hidden inside meeting notes. Every role below has named owners from day one.
What we expect from you
Implementation cannot be fully outsourced, because your organisation has to own the future operating model. Joint ownership means participation in:
Process → architecture → standard fit → integration → data → testing → go-live. Every Microsoft partner offers end-to-end implementation; the difference is the order of the work.
Finance, Supply Chain, Business Central, Sales, Field Service, Project Operations, Commerce, Power Platform, Power BI and Azure integration — implementations increasingly cross those boundaries.
We answer how the process should work and how Dynamics should support it, rather than treating the second question as the whole job.
Even CRM, Field Service, Project Operations and Commerce implementations end in inventory, project cost, invoices, revenue, payment and the general ledger. Our ERP background connects the front office to what happens downstream.
Urewa's leadership brings more than seventeen years of Microsoft Dynamics delivery and solution-architecture experience across manufacturing, retail, distribution, projects and international rollouts.
We do not measure implementation quality in lines of custom code. We measure process fit, reliability, maintainability, adoption and business outcomes.
For multi-country programmes we separate the global template — what should stay common — from genuine local statutory, tax and language requirements.
Target business processes are documented
Process owners have been identified
We know which legacy systems will remain
Master data is reasonably clean
We know which historical data must be migrated
Critical integrations have been identified
Reporting requirements are documented
Roles and approval responsibilities are agreed
Business users can participate in testing
Key customisations in the current system are identified
Senior management can make timely design decisions
There is a realistic cutover window
Internal resources are allocated to the project
Training is included in the project plan
There is a post-go-live support strategy
Answer all fifteen to see where your implementation risk sits (0/15 answered).
It depends on applications in scope, legal entities and countries, process complexity, data migration volume, integrations, customisation and how quickly the business can make decisions. A credible timeline comes out of discovery — a partner quoting a duration before understanding your processes is guessing.
Yes. Microsoft's guidance structures implementation as Discover, Initiate, Implement, Prepare and Operate, with end-to-end business processes as the framework for defining, designing, building and testing. Our methodology follows those principles while adapting delivery to the size, complexity and risk of each engagement.
As little as genuinely justifies itself. Every requirement is assessed against standard functionality, configuration, process redesign, Power Platform, integration and only then extension. Microsoft's own cloud guidance warns against carrying traditional over-customisation habits into cloud implementations.
It is shared. We profile, map, transform, load and reconcile — but only your business can confirm the migrated data is correct. That sign-off is explicit, and it happens across several migration cycles rather than once during cutover week.
We run a reimplementation assessment. Environments become unworkable through excess customisation, weak process design, bad data, poor adoption, failed integrations or weak reporting. Sometimes redesign is more effective than continuing to add fixes.
Yes, and it often reduces risk where organisational readiness is limited — for example finance first, then procurement and inventory, then manufacturing, then sales, service and analytics. The phasing has to respect process dependencies rather than just splitting modules.
Participation in process decisions, master-data ownership, requirement validation, UAT, cutover, training, change management and sign-off. Implementation cannot be fully outsourced, because your organisation has to own the future operating model.
Hypercare first — daily issue review, incident management, data corrections, integration monitoring and reconciliation support, with issues classified as defect, configuration, data, training or change request. Once stable, responsibilities transition into a sustainable managed support model.
Yes. The critical discipline is distinguishing the global template — what should remain common — from genuine local requirements such as statutory, tax and language needs. Without that separation, a rollout becomes several unrelated implementations.
For the delivery method behind all of this, read how to implement Microsoft Dynamics 365 successfully, and see our step-by-step guide to ERP data migration to Dynamics 365. Microsoft structures implementation as Discover, Initiate, Implement, Prepare and Operate — see Microsoft’s implementation guidance.
First Dynamics 365 implementation, legacy ERP replacement, AX or NAV migration, CRM replacement, reimplementation or global rollout — we deliver it from discovery through production stabilisation.
Or email us directly: info@urewa.com
