List of BRAVO 8R3 (ERP-VN) Customers
Since 2010, our global team of researchers has been studying BRAVO 8R3 (ERP-VN) customers around the world, aggregating massive amounts of data points that form the basis of our forecast assumptions and perhaps the rise and fall of certain vendors and their products on a quarterly basis.
Each quarter our research team identifies companies that have purchased BRAVO 8R3 (ERP-VN) for ERP Financial from public (Press Releases, Customer References, Testimonials, Case Studies and Success Stories) and proprietary sources, including the customer size, industry, location, implementation status, partner involvement, LOB Key Stakeholders and related IT decision-makers contact details.
Companies using BRAVO 8R3 (ERP-VN) for ERP Financial include: Thai Nguyen Iron & Steel plant Tisco, a Vietnam based Manufacturing organisation with 6000 employees and revenues of $800.0 million, An Phat Bioplastics, a Vietnam based Manufacturing organisation with 5000 employees and revenues of $600.0 million and many others.
Contact us if you need a completed and verified list of companies using BRAVO 8R3 (ERP-VN), including the breakdown by industry (21 Verticals), Geography (Region, Country, State, City), Company Size (Revenue, Employees, Asset) and related IT Decision Makers, Key Stakeholders, business and technology executives responsible for the software purchases.
The BRAVO 8R3 (ERP-VN) customer wins are being incorporated in our Enterprise Applications Buyer Insight and Technographics Customer Database which has over 100 data fields that detail company usage of software systems and their digital transformation initiatives. Apps Run The World wants to become your No. 1 technographic data source!
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| Logo | Customer | Industry | Empl. | Revenue | Country | Vendor | Application | Category | When | SI | Insight |
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An Phat Bioplastics | Manufacturing | 5000 | $600M | Vietnam | BRAVO Software | BRAVO 8R3 (ERP-VN) | ERP Financial | 2017 | n/a |
In 2017, An Phat Bioplastics implemented BRAVO 8R3 (ERP-VN) as an ERP Financial solution configured specifically for packaging production operations. The deployment targeted the companys multi-stage, order driven manufacturing model and used BRAVO 8R3 (ERP-VN) packaging templates to capture processes from granulation through to packing, supporting product design, sample runs, and contract based order fulfillment.
The implementation leveraged BRAVO 8R3 business processing modules organized by department, including Sales with design request and sample production workflows, Purchasing with purchase requests, supplier quotation comparison, contract and PO tracking, Warehouse with batch and location based inventory, and Production with BOM driven work orders, stage by stage production statistics and shift level reporting. The solution also included Equipment and Maintenance management capabilities, covering device profiles, configurable maintenance cycles based on time or operating parameters, materials calculation for maintenance windows, colored maintenance warnings, and repair logs, all surfaced through role specific layouts.
Architecturally the project used BRAVOs 3 layer open design and offered two installation models, an online centralized data model and a distributed model with periodic synchronization, with the centralized option recommended where production sites and offices have stable Internet connectivity. The deployment pattern placed the BRAVO 8R3 software program and database on a head office server or chosen datacenter, with client programs on authorized user machines, remote access over Internet, centralized automatic backup and a recommended backup server and RAID configuration for resilience. Data inheritance and cross department linkage were implemented so that sales, planning, production and warehouse records flow through the same transactional chain and populate role specific layouts such as Board of Directors, Production Workshop, Purchasing, Accounting and HR.
Operational governance was delivered via detailed, role based layouts, approval workflows with reviewer signatures on document forms, and ticket states that traverse departments for cross validation of production and delivery actions. The system automated material requirement calculations for production stages and for scheduled maintenance, generated procurement needs from aggregated maintenance demands, and produced reports for order execution, receivables and product costing to support accounting. Explicit benefits documented with this deployment included reduced manual data reentry through inheritance, improved warehouse responsiveness, strengthened purchasing control, enhanced production planning visibility, and provision of timely information for senior management and financial analysis.
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Thai Nguyen Iron & Steel plant Tisco | Manufacturing | 6000 | $800M | Vietnam | BRAVO Software | BRAVO 8R3 (ERP-VN) | ERP Financial | 2022 | n/a |
In 2022 Thai Nguyen Iron & Steel plant Tisco implemented BRAVO 8R3 (ERP-VN) as an ERP Financial solution to centralize finance and core business planning across the plant. The decision aligned with COVID-19 driven continuity needs and provincial directives under Resolution 01-NQ/TU on digital transformation, reinforced by Party Committee communications including Official Letter 113-CV/DUGT and Action Program 06-CTr/DUGT to mobilize staff for digital adoption.
BRAVO 8R3 (ERP-VN) was configured to support finance and accounting ledgers, business planning workflows, and materials and equipment management, reflecting standard ERP Financial functional scope. Configuration work emphasized general ledger processing, accounts payable and receivable workflows, budgeting and procurement-related materials management to map to manufacturing cost and planning processes.
The BRAVO deployment was coordinated alongside upgrades to administrative document management software and the adoption of VNPT iOffice, a digital signature system, and concurrent evaluation of VNPT HRM management software, enabling improved exchange of information and data with provincial agencies and internal management. TISCO guided its units to apply BRAVO for finance, procurement, planning and administrative functions, while the company maintained synchronization between the ERP and enterprise document and HR initiatives.
Governance combined Party Committee directives with a formal steering committee established by Decision 256/QD-GTTN to oversee the digital transformation program and rollout. The implementation approach focused on phased guidance to units, mandatory adoption of digital citizenship applications, and coordination of training and system guidance to support faster information flows for leadership decision making.
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