By simplifying and making our processes more transparent, we enhance our internal efficiency and thus offer our customers and partners a value that manifests in faster response times and an overall improved quality of service. Therefore, ongoing digitalization is a factor for success and sustainability of our company.
In recent years, COFERMIN Group has experienced significant growth. However, this development also brought challenges, particularly in managing our financial and controlling processes. Digitalization, often dismissed as just a buzzword, has made a concrete and noticeable change in our operations. Specifically, the introduction of a Document Management System and the optimization of our interfaces, especially with DATEV, have enabled us to achieve real efficiency gains.

It is important to understand that digitalization offers numerous advantages but also brings specific risks and challenges. Data protection and cybersecurity are at the forefront of these concerns, as increasing networking and automation create new vulnerabilities for cyber attacks. Additionally, the constant updating of technological systems requires a flexible adaptability of corporate structures. We are aware of these challenges and continuously 

work on improving our security protocols and training our employees to minimize these risks.

Transparency in administration.
One of the most significant current advantages of digitalization is transparency. Let me be honest and address retrospectively that before implementing our digital initiatives,

our document management was not very efficient, at least not compared to the current situation. You might recognize similar examples; documents were printed multiple times and filed in various folders, leading to administrative effort. Today, with our enhanced DMS, we can see in real-time where a document is located, who has access to it, and what changes have been made. This has clearly increased transparency and enhanced the efficiency of our workflows.

An example of digitalization looking forward: “Less manual errors, more time for essentials.” The automation of routine tasks has genuinely relieved our employees. By connecting our ERP system to various interfaces, many manual inputs are eliminated, reducing the error rate and increasing job satisfaction. This efficiency gain also allows our controlling department to focus on data analysis and evaluation, instead of spending time managing documents.

Customer benefits through digitalization.
Optimizing internal processes also has direct benefits for our customers. Faster order processing and improved communication naturally lead to higher customer satisfaction. The digital capture and processing of documents allow us to respond more quickly to customer inquiries and make our services more efficient.

To successfully manage digital transformation, we place great emphasis on the engagement and training of our colleagues. Regular training and workshops ensure that the team is familiar with the latest technologies.
However, I must fairly write that digitalization for COFERMIN is not a completed project but a continuous process. We plan to further improve and expand our digital systems to provide our customers and employees with the best possible service. Our past successes confirm that the path of digitalization we have taken is extremely promising.

Julius Oster

Julius Oster

Project Manager by COFERMIN

I am Julius Oster, an engineer (M.Sc.), leading the digital transformation at COFERMIN Group, specializing in ERP, DMS, and CRM systems. I furthered my education at UC Berkeley, where I expanded my knowledge in “Accelerating Leadership Agility.” My professional career is characterized by extensive international experience and a strong expertise in process improvement, data analysis, and IT project management.