CRM for Auto Parts at RMX: How Moving from 1C/BAS to a Custom Linoza Platform Grew the Supplier Network from 5 to 74
Five suppliers, orders arriving by email and messengers, manual entry into 1C/BAS — that is what RMX's operations looked like before the implementation. In its first year on Linoza CRM the company connected 74 suppliers, grew its catalog to 41.8 million items with automatic updates and increased revenue by 33.6% — and a typical order is now confirmed in 1–2 minutes instead of phone calls and manual searching through Excel.
Client: RMX — an Auto Parts Supplier with a 15-Year History
RMX has operated on the Ukrainian auto parts market for over 15 years — since 2009, when the company began with bookkeeping in Excel. Today it is a supplier combining wholesale and retail: spare parts, oils and related auto products for service stations, repair shops, small and large wholesalers, and end customers.
RMX's offering includes over 500,000 items ready to ship from warehouses in Ukraine within one to three days, and over 35,000,000+ items that can be delivered within up to three weeks from warehouses in Europe and the US. The company has access to the warehouses of all major Ukrainian auto parts distributors and works with parts for dozens of car brands — from Mercedes-Benz and Land Rover to BMW, Toyota, the VAG group and heavy-duty trucks (MAN, Scania, DAF).
The company focuses on small and mid-sized wholesale: RMX customers mostly already know the part number they need, so they don't require lookup through vehicle catalogs — only availability, price and speed matter. This specific profile shaped the requirements for the future CRM system.
The Pain Every Distributor Knows Once They Outgrow Excel and 1C/BAS
Before the CRM, RMX ran its accounting in 1C 8.2 (Trade Management): reservations, orders, sales, receipts and cash movements were covered — but only within the scope of basic bookkeeping. Only 5 suppliers were maintained in 1C, and it couldn't provide global sales analytics at all: as the RMX team put it, “you can't build global sales analytics in 1C/BAS.” The availability of dropshipping partners was never loaded into 1C/BAS — it was tracked by hand, order by order.
Orders came in by phone, email and messengers. A manager manually looked up the part number, checked availability with the supplier and agreed on the price — and so on in a loop dozens of times a day. The exchange rate for retail customers (the hryvnia based on the Minfin rate) was updated by hand every day by a designated employee. Every new supplier meant one more channel to reconcile manually — and one more place where an error in price or stock could creep in.
Specific problems the RMX team came with:
The Solution: Not Just a CRM, but Rebuilt Processes
Before writing any code, we analyzed RMX's existing processes and built a new operating model from scratch: business process diagrams (who does what and when), screen mockups, an agreed technical specification — and only then development. With this approach the company gets not an “accounting system” but well-built processes with automatic customer notifications at every stage (similar to a Nova Poshta tracking number), which became the foundation of the custom platform.
The Linoza Ecosystem Around RMX: CRM as the Core, Not One Giant Program
At the heart of it all is Linoza CRM: it runs the catalog, suppliers, orders, customers and warehouse. But the CRM is only the core. Around it, several more products of the Linoza ecosystem were deployed for RMX, each for a separate task — so the system evolves without stopping sales and without overloading a single “monolithic” solution.
Catalog, suppliers, orders, customers, pricing and shipment statuses — everything lives in a single database. All the other modules below are extensions built around this core, not separate incompatible systems.
A task management module: it structures the RMX team's requests, distributes them among executors and handles calendar planning of the work. Over 800 tasks and improvements have gone through it — from “add a filter to search” to new reports — and this is what produces those “60+ iterations” that turn a project into a system that truly matches the daily work of managers and warehouse staff.
Every new module — brand and cross-reference classifier, stock adjustments, purchasing report, adding order watchers — is documented with a video instruction in the knowledge base. A new RMX employee learns the system on their own, without pulling managers away from sales.
Full management accounting for the warehouse: actual stock, reserves for confirmed orders, and multi-currency settlements with suppliers and dropshipping partners — what used to live in one employee's head and in scattered files.
A financial planning module: a horizon of receipts and payments aligned with the real statuses of orders and purchases in the CRM — instead of a separate financial spreadsheet that has to be reconciled with sales by hand.
The whole ecosystem works as a PWA app in the browser: equally available on Windows, macOS and Linux on a computer, as well as on Android and iPhone/iPad — with no App Store or Google Play publishing and no separate mobile versions to update manually.
All internal team communication is tied to a specific order or item in the CRM, with the full history available to any authorized manager — the volume of such messages (email and chat combined) grew as new suppliers and customers were connected (+25.9% from the first months of the project to the last).
Before and After: Concrete Figures for the First Year
| Metric | Before implementation | After implementation |
|---|---|---|
| Suppliers in the system | 5, in 1C only | 74+ |
| Items in the catalog | ~200–300K in 1C/BAS | 41.8M+, auto-updated |
| Order confirmation | 10–15+ min by phone | 1–2 min (median), 70.9% within 5 min |
| Full cycle to shipment* | Baseline (Q1) | −46.6% (Q4) |
| Company revenue | Baseline (Q1) | +33.6% (Q4) |
| Number of orders | Baseline (Q1) | +26.9% (Q4) |
| Average order value | Baseline (Q1) | +5.3% (Q4) |
| Sales manager productivity | Baseline (Q1) | +38.3% (Q4) |
| Exchange rate updates | Manually, every day | Automatic, at the Minfin rate |
| Customer communication | Phone, messengers and email, chaotically | Customer account + email/chat, +25.9% volume over the year |
| Cross-reference and analogs directory | Not used as a separate tool | 107.7M+ records (Linoza CRM) |
| Warehouse management accounting | Typical and complex implementation | Linoza WMS: stock, reserves, multi-currency settlements — a simple specialized solution |
| Financial planning | Not done systematically | Linoza CashFlow |
In one year RMX went from manually entering orders into 1C with 5 suppliers to a model close to a marketplace: 74 suppliers with automatic price integration, 41.8 million active catalog items and customers who place orders themselves through their account and the public catalog. Meanwhile the team of direct sales managers stayed compact — 4–7 active at once each month — and it was the growth in productivity per person (+38.3%), not headcount expansion, that drove the revenue increase.
Why Custom Development Instead of an Off-the-Shelf Solution?
41.8 million items from 74 suppliers with hourly price and stock updates — no off-the-shelf CRM or 1C/BAS can handle this load without slowing down.
Some items ship from the company's own warehouse, others are delivered to order from foreign suppliers (roughly every fourth customer order involves a top-up purchase). This balance isn't covered by the standard functionality of any ready-made platform.
A wholesaler with a login and their own markups and a retail buyer without registration see the same product range differently — with different logic for displaying price, currency and availability.
800+ improvements over the year in Linoza Task Tracker were rolled out without stopping the production database. A new supplier, new discount logic or a report for the finance director is delivered in days, not months, as with a migration within 1C/BAS.
Conclusion
Linoza CRM for RMX is not a one-to-one replacement for 1C/BAS but a full operating platform: from automatic loading of price lists from 74 suppliers and order placement in 1–2 minutes to dropshipping, warehouse accounting in Linoza WMS, financial planning in Linoza CashFlow, Nova Poshta integration and management analytics in Looker Studio.
The result is a business that grows without a proportional increase in headcount: revenue grew 33.6% over the year while the number of active sales managers stayed compact (4–7 at a time), because each one's productivity grew 38.3%. Customers find parts through Google on their own, place orders in their account or the public catalog, and the largest account works entirely through the API with no human involvement — up to 5% of all platform orders.
If your business is still hitting the limits of 1C/BAS or Excel spreadsheets, we are ready to build a custom solution around your processes, just as we did for RMX.
Frequently Asked Questions
Customer Testimonial
“1C/BAS is a decent program, and we worked in it for many years: receipts, shipments, stock levels, orders, sales — it does all of that. But you simply can't build sales analytics in 1C at a global level.
Every week I went through hundreds of items by hand to see what had sold, what was out of stock and what needed to be ordered. Connecting more than a handful of suppliers in 1C was unrealistic — every new price list meant even more manual work.
We were ready to move away from 1C — we just wanted to understand what we would be offered instead. And when Linoza CRM got automatic price-list loading, the limit on the number of suppliers simply disappeared.”
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