Ergonomio moved its webshop from twenty years of custom code to one Odoo platform.

The build put the whole order flow on one platform. The webshop runs on Odoo Website and eCommerce, with a product configurator that shows, per configuration, whether each option is in stock. Sales and Purchase are linked, so a confirmed web order can generate the matching purchase order to the supplier. Inventory shows real-time stock on the site. Manufacturing and disassembly orders are used not to manufacture but to swap chair parts between boxes and repack them, handling the variant complexity of a configured chair. Shipping runs through a Sendcloud integration that prints labels automatically on delivery confirmation, replacing the manual carrier-site entry. Accounting has the bank connected for one-to-one payment checking, and Email Marketing sends an automatic manual to the customer after each shipment. Product data was restructured into Odoo's templates and variants, a shape the old system never had. 

Ergonomio ran the project with a small internal team and no IT function, dedicating one person to lead it day to day. On the Dynapps side, two consultants carried the work, one on the backend and one on the frontend, across a build of about six months. 

Modules: website & ecommerce, sales, purchase, inventory, manufacturing, accounting, email marketing.

The hardest part was not technical. Three frictions stand out. 

First, the product data. Getting it out of the old system was only the start; every product then had to be rethought for the web, filters, characteristics, suppliers, and details that had never mattered before, such as weight, which was suddenly needed for shipping. On top of that, moving to Odoo's templates and variants was a structure the team had never used. It went well in the end, but it took a great deal of time and it was intense. 

Second, letting go. Coming from twenty years of fully custom software, Ergonomio was constantly challenged to decide whether to bend Odoo to old habits or adopt its standard flows. The honest version is blunt: you have tojump, and there is no going back. 

Third, continuity on a small team. Only one person could go deep enough to stay fluent, while colleagues lost the thread between sessions because they were not in it every day, and the business still had to run. At its peak the build took three to four days a week of that person's time, up from one to two days early on. With no spare capacity, dedicating someone to it while everything else kept moving was the real strain.