Omisan
From fragmented systems to a unified post-merger ERP
Sector
Ophthalmic medical devices
Size
~200 employees, €40M revenue
Duration
1-3 years, ongoing
Scope
Odoo ERP + production SW integration + ecommerce
Context
OMISAN develops, manufactures and sells ophthalmic medical devices, with about 200 employees and €40M in revenue. It operates in a regulated, structured environment where precision and traceability are central.
Over time, the organization's growth — partly through mergers — had led to a patchwork of tools, processes and practices: a traditional management system, a separate sales force software, different tools for CRM, accounting and HR.
Innovation Need
System fragmentation made it hard to:
- • Get a unified view of processes
- • Access consistent, up-to-date data
- • Automate repetitive work
- • Make quick decisions based on reliable information
In particular, the sales force software didn't meet operational needs. Some flows still required manual steps across email, ERP and separate tools.
The project with Meshble started from the need to replace that software. From that first request emerged the opportunity to rethink the whole management ecosystem with integration in mind. What was needed was an open ERP, integrable with the website, the sales network and logistics partners.
Solution
With Meshble's support, OMISAN deployed Odoo as the central ERP to unify:
- CRM and pre-sales flows
- Sales force app for opticians
- Warehouse management
- Integrated accounting
- HR (shifts and time tracking)
- Website with ecommerce (live for opticians and end customers)
Key principle
Transforming doesn't always mean rebuilding from scratch. The existing production software was kept, connected to Odoo through an intermediate database, and used to sync orders, stock status and shipments without disrupting the production infrastructure.
Methodology
Learn → Design → Execute
Learn
- • Analysis of existing flows across sales, logistics, admin and production
- • Mapping of redundancies and manual work
- • Identification of friction points between different systems
- • Assessment of the integrations needed with production software and external partners
- • Recognition of the need to rationalize the existing information assets
Design
- • Definition of the Odoo architecture as the central system
- • Design of the flows across CRM, sales, warehouse and accounting
- • Design of the intermediate database to integrate the production software
- • Identification of an internal role bridging business and technology
Execute
- • Rollout of the core modules
- • Data migration and cleanup
- • Progressive go-live
- • Development of custom logistics integrations
- • Activation of further evolutions that emerged from daily use
Results
- Centralized visibility across sales, warehouse, accounting and HR
- New website and integrated ecommerce, letting opticians and end customers buy directly
- Reduction of repetitive manual work
- Consistent data that flows between departments
- Faster decision-making
- A system that actually integrates with partners and suppliers
“After a merger the real risk isn't legacy software: it's losing what was already working. Omisan's sales software delivered value — we chose to connect it rather than replace it. Odoo became the layer holding HR, accounting, CRM and production together without forcing a full migration. In a 200-person company, that means months of operational continuity saved.”
Let's start here
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