Case Study
SGE: from the class request to the invoice, in the same system
Seven areas working the same demand — approval, facilitator, kit, documentation, finance and billing without leaving the system.
The project
SGE is the system IBS Americas uses to run a nationwide training programme: classes opened across many regions, each with its own facilitator, its own materials and its own accountability to the contracting institution. It is an operation where the class is the visible part — behind it sit budget approval, instructor contracting, material dispatch, documentation and billing, all on a deadline and all auditable.
What the project called for
The class is only the midpoint: approval comes before it, accountability after.
Many people on the same demand
Manager, assistant, multiplier, facilitator, duty desk and regional office all touch the same request at different moments — each needing to see their part and not be able to touch the rest.
Approve before spending
A class costs money: allowances, hourly rates, materials. Nothing can run before approval — and the approval path has to stay on record.
The right instructor, available
Scheduling a facilitator who has left, is suspended or no longer wants the work is guaranteed rework — and it is sometimes only discovered the day before.
Each region with its own budget
The funds are not one pot: every regional office has its limit, its batches and its budget lines. Without that tied to the demand, control becomes a parallel spreadsheet.
What we built
A system that follows the demand from request to billing.
Seven areas, one demand
Manager, assistant, multiplier, facilitator, duty desk, regional office and the participant: each signs in with their own access and sees the screens for their role, all revolving around the same record.
Approval flow with history
The demand is requested, approved, acknowledged and only then distributed. Every step stays in the approval history — you can reconstruct who decided what, and when.
Facilitator scheduling with a lock
Anyone dismissed, suspended or no longer interested cannot be assigned to a new class. The rule lives in the system, not in the memory of whoever schedules.
Cost calculated at the source
Allowances and hourly rates are calculated by the database itself the moment the demand comes in, with versioned rules. The figure does not depend on who filled in the spreadsheet.
Kits, modules and materials
Kits assembled from modules and material lists by template — what a class receives is defined once and reused, rather than rebuilt every edition.
Class documentation
The evidence that the class happened is attached to the demand itself, available to whoever has to account for it later.
Finance, billing and invoices
Cost centre, budget lines, budgets per regional office and per batch, fiscal records, billing and invoices: the demand stays alive in the system until the money closes.
Bulk import
Demands, already-approved demands, changes and facilitator records come in by import. A whole class schedule does not have to be typed one by one.
Operational indicators
Requested, finished, cancelled, postponed, repeated and the ratio between cancellation and billing — per operator and per period —, plus reports by service order and by channel.
The participant turn
A pre-invitation to download and send, pre-registration and, at the end, the participation certificate — whoever takes the course also has their part in the system, without going through the office.
Security as routine
The system holds sensitive data on many people, so oversight is permanent: updates applied, fixes for disclosed vulnerabilities shipped and periodic environment reviews.
What is live
The fronts the system supports today.
What it changes in practice
The effect of keeping the whole chain in one system.
The books match the operation
Because the demand goes from request to billing without changing systems, what was delivered and what was charged come from the same record.
Approval leaves a trail
When someone asks why a class was approved, the answer is in the history — not in the inbox of whoever approved it.
Fewer surprises on the eve
The status lock prevents scheduling someone no longer available, and the cost already comes calculated from the moment the demand is created.
Each region sees its own budget
Cost centre, budget line and batch follow the demand from the moment it opens, so tracking the funds does not depend on a spreadsheet kept on the side.
What this project shows is a whole chain in a single system: from the class request to the invoice, through approval, scheduling, materials and accountability without switching tools.
The services behind this project
It is the same work we do for other companies.
Custom web systems
The whole system: demands, approval, facilitators, kits, documentation and billing.
High-performance cloud servers
The private document storage and the synchronisation routine on AWS.
The IBS Americas ecosystem
SGE is one of the fronts we maintain for IBS — see the case for the whole.
Does your operation approve, deliver and bill in different systems?
When the whole chain lives in one place, accountability stops being a separate project. Tell us how your operation works today.