UkrArmoTech Scaled MilTech Solutions Across Two Startups in Six Months with IT-Enterprise

During the first months of its cooperation with IT-Enterprise, UkrArmotech established synchronization between engineering design data and the master data directory for inventory and materials, launched Ukrainian accounting standards-based financial accounting at one of its startups, and put electronic document management modules into operation.

As the digitalization project progressed, the original implementation model was adapted to reflect changes in the group's organizational structure. Instead of a single comprehensive project, the teams established separate end-to-end implementation projects for individual MilTech companies within the group.

Digital Transformation in the MilTech Sector

Defense industry companies operate in an environment characterized by rapidly changing organizational structures and production requirements. Launching new business lines, establishing startups, and reorganizing business units all affect management structures, the allocation of responsibilities, and collaboration between companies. This places greater demands on information systems, which must ensure data consistency and support end-to-end business processes.

For the UkrArmotech group, the priority was to build a unified digital environment capable of integrating business functions across multiple companies. Key objectives included standardizing documents and reference directories, synchronizing information between business units, and improving operational transparency to support performance analysis.

Why UkrArmotech Chose the IT-Enterprise Platform

When selecting an ERP platform, UkrArmotech focused on building a scalable management system for a group of companies with different business processes and an evolving organizational structure. The solution needed to support comprehensive automation, adapt to the growth of individual startups, and establish consistent data management principles.

Key selection criteria included the platform's functional coverage, its ability to support accounting in accordance with Ukrainian accounting standards and IFRS requirements, proven experience delivering similar projects in Ukraine, and total cost of ownership. Another important consideration was the ability to transfer selected competencies to the client's in-house team, enabling independent system maintenance and further development.

IT-Enterprise brings together ERP, CRM, PDM (Product Data Management), EAM (Enterprise Asset Management), and electronic document management within a single information environment. This architecture allows functionality to be expanded incrementally, according to each company's priorities, while maintaining consistent data management principles.

The platform's low-code architecture was another important advantage. It enables business analysts to configure functionality and adapt workflows with less reliance on software developers. To support this approach, the project included training for the client's in-house team.

Information security requirements were also considered during the selection process. IT-Enterprise is ISO 27001 certified.

Adapting the Implementation Model to Organizational Change

The project initially started with a two-year plan for comprehensive digital transformation. Within the first two months, the group's organizational structure changed: new startups were established, relationships between subsidiaries were revised, and the scope of automation requirements evolved.

As a result, the teams transitioned to a model based on separate end-to-end implementation projects for each company. This approach made it possible to set priorities according to individual business needs and progressively scale solutions that had already been implemented.

Key Project Areas

The project focused on establishing a unified digital environment for data management, engineering design, document workflows, and financial accounting. Its primary objectives were to align business processes across group companies, improve data quality, and create a foundation for scaling digital solutions.

Master Data Management and Inventory Reference Directories

One of the central project areas was establishing a consistent master data management framework. For a group of companies, it is essential to maintain unified rules for managing product nomenclature, materials, and reference information.

This creates a foundation for synchronizing data across business units, improving consistency, and ensuring reliable information management across different business processes.

Integrating Engineering Design with the Inventory Master Data Directory

Particular emphasis was placed on the PDM module, which manages engineering design data. This is where information about new product items is created and subsequently used by other business units.

The team configured synchronization between engineering design data and the unified inventory and materials master data directory across group companies. For selected product items, end-to-end traceability has already been implemented, allowing materials to be tracked from their creation in engineering documentation through to their actual use.

Work is ongoing to extend this functionality to all product items.

Electronic Document Management and Contract Management

As part of the project, electronic document management modules supporting contract and counterparty management processes were brought into operation.

This integration establishes a unified information foundation for managing documents and business counterparties. Going forward, it will help maintain master data quality, centralize information, and minimize the risk of duplicate records.

Financial Accounting in Accordance with Ukrainian Standards

The accounting module was configured and launched at one of the group's startups in accordance with Ukrainian accounting standards. This established the foundation for rolling out the same accounting model across other companies within the group.

Scaling Solutions and Building In-House Expertise

After configuring financial accounting at the first startup, the company was able to replicate the solution at another startup.

The in-house training program played an important role in this process. The client's team acquired practical skills in working with the system and configuring its functionality.

This approach helps build internal expertise and enables the group to independently expand and develop its digital environment.

Key Results

The first project phase laid the foundation for the group's digital infrastructure. During this period, individual functional modules were launched, the scalability of the implementation model was validated, and data integration between engineering design and accounting processes was initiated.

Key results include:

• 2 months — adaptation of the implementation model to the new organizational structure without losing project momentum.

• 6 months — completion of the first project phase.

• 2 startups — parallel rollout and scaling of the solution across two companies.

These results provide a foundation for further ERP functionality deployment. The next priorities include extending synchronization to all product items and developing a unified information environment to manage processes across the group.

"The MilTech sector is developing in the context of an ongoing high-intensity war, which means organizational structures and business processes can change significantly even while a project is underway. Within the first month and a half, our business reality had changed: we underwent a reorganization, new startups were established, and the structure of our subsidiaries evolved.

We adapted the implementation model, launched separate end-to-end projects, and established the foundation of our digital infrastructure within the first six months. This included configuring financial accounting, synchronizing engineering design data with the inventory master data directory, and initiating electronic document management implementation.

Another important achievement was that our trained in-house team was able to replicate the accounting solution we had developed at another startup," says Andrii Pyzhykov, representative of UkrArmotech.

Digital Infrastructure to Support MilTech Growth

UkrArmotech's experience demonstrates how an ERP platform can support the management of a group of companies undergoing organizational change. A phased implementation approach, integration of engineering design data with accounting reference directories, and the development of in-house expertise create the conditions for scaling digital infrastructure alongside business growth.

For manufacturing and technology companies, particularly in the MilTech sector, data consistency and process control are essential to operational coordination and the development of new business areas.

Explore the UkrArmoTech case study: link