01The engagement in brief
Welektrik Enerji Sanayi Tic. Ltd. Şti. · electrical and Ex-proof equipment · Istanbul and Balıkesir
A four-year-old company that grew faster than its processes, and fixed that in one quarter
Welektrik supplies low-voltage and distribution panels, special cables, gas detectors and Ex-proof project solutions, and runs an academy. Founded in 2022, it reached about 50 people with two sites. Orders grew, and delivery dates, documentation packages and stock records did not keep up.
Client issue: nobody could say, with evidence, why some projects shipped on the promised day and others slipped by weeks. Quotes, orders, purchasing, production and dispatch lived in an ERP, in spreadsheets and in messaging groups.
Solution: after a short readiness check, AIx2 ran a 12-week due diligence of the order-to-delivery path. The managing director signed data access for all nine core sources before kick-off, and every process had a named owner by week 4.
Impact: the work found 21 findings, four of them critical. Within four months of the 90-day plan, orders delivered on the promised date rose from 68% to 90%, and complete documentation packages at dispatch from 62% to 96%.
02Where the company stood
Welektrik won projects on speed and technical range: panels built to IEC 61439, special cables for solar, fire-resistant and low-smoke uses, gas detection, and Ex-proof equipment for plants. The academy trained installers and engineers on the same products.
Growth came from two sites. Engineering and sales sat in Istanbul; assembly and the warehouse in Balıkesir. A quote left Istanbul as a spreadsheet, an order reached Balıkesir as a message, and the documentation file was assembled by hand on the day of dispatch.
The managing director asked one question: where does an order lose time between the quote and the truck, and who owns each step?
03Why the work started with a readiness check
Welektrik was young, so AIx2 did not start with a full due diligence. A two-week readiness check asked six things: whether the ERP was in real use, whether key processes had owners, whether data access could be signed off by the sponsor before kick-off, whether the main flows were documented, whether an executive had time every week, and whether the operation was stable enough to map.
Four were in place. Two were not: process owners, and a written access sign-off. The managing director closed both within ten days, then signed access to the nine core sources and named the owners. The due diligence started only after that.
04What AIx2 did
Weeks 0–2 · Connect: read-only connections to nine sources: the ERP, accounting, CRM, the project files, the purchasing mailbox, the warehouse sheets, the quality records, the dispatch log and the academy bookings.
Weeks 2–6 · Map: the order-to-delivery path as it really ran, case by case, from the quote to the dispatch note. Fourteen processes, three data flows, and the routes that bypassed the ERP.
Weeks 6–10 · Find the gap: every case checked against Welektrik’s own procedures, IEC 61439 verification requirements and the documentation each Ex-proof delivery needs. 21 findings, each with a count, the evidence and a named owner.
Weeks 10–12 · Design: target processes, a control for each critical finding and a 90-day plan, approved by the managing director. Welektrik’s teams built the controls; AIx2 ran live checks on every new order.
05What we found
Quotes were approved in a messaging group, outside the ERP. 38% of panel quotes had a price or a lead time that did not match the order that followed.
The documentation file for each panel was assembled on the day of dispatch. 38% of dispatches left Balıkesir with an incomplete verification file, and the customer waited for it.
Special-cable orders were cut to a length typed in a message. 7% needed rework for a wrong length or specification.
Stock counts at Balıkesir matched the warehouse sheet for 81% of items, so purchasing ordered by feel.
Fourteen processes were running, and five had an owner. Several people did the same work in different ways.
06What changed
Quotes and orders moved into the ERP with one approval step. The quote-to-order cycle fell from 9 days to 4.
The documentation file is now built as the panel is built, and a live check blocks dispatch when it is incomplete. Complete files at dispatch rose from 62% to 96%.
Cable orders are cut from the order record, not from a message. Rework fell from 7% to 2%.
A weekly count of the fastest-moving items lifted stock accuracy at Balıkesir from 81% to 97%.
Every one of the 14 processes has an owner, and exceptions go to that person the same day.
07How the results were verified
Welektrik’s finance lead measured delivery, rework and stock accuracy from the ERP and the dispatch log. AIx2 measured documentation completeness and quote accuracy from its live checks.
Window: the 4 months after the 90-day plan (Jan–Apr 2026) against the 12 months to Sep 2025. Sample: all 612 projects and orders delivered in the baseline window and 247 in the measured window.
The managing director signed off every finding and every control before it went live.
08Commercial outcome
Modelled from the measured results, with the finance lead’s attribution rule: only the share of the change that Welektrik’s finance lead agreed came from the new controls.
About €280,000 a year from fewer reworked cable orders, fewer re-sent documentation packages and faster payment on delivery. A first conversation about payback: under one year on the engagement.
The fee is not shown.
09What the client said it changed
For the first time the management team looks at the same facts on Monday morning: which projects are late, why, and who owns the fix.
The company can now take larger Ex-proof projects, where a complete documentation file is a condition of the order.