Paperless scaling: how Capgemini and TG Consulting integrated SAP Business One with Vchasno to process 1,000 documents per month

Capgemini Ukraine operates as part of a global structure, where every local process must comply with the group’s international standards. This applies not only to operational efficiency, but also to:

• internal financial controls,
• security and access policies,
• regular internal and external audits,
• and transparency in financial transactions.

Any inaccuracy in document flow is not just a technical error, but a potential risk to the company’s reporting, audits, and reputation.

Over the past few years, the company has actively scaled up specifically within the Diia.City legal framework. While at the start of the transition to the new legal framework in 2024, the team consisted of about 100 gig specialists, by the end of 2025 and the beginning of 2026, the company had over 1 000 employees and gig contractors. This expansion of the workforce has significantly increased the number of documents requiring signatures.

Every month, the company processes:

• certificates of work performed with each gig contractor;
• contracts;
• additional agreements;
• supporting financial documents.

As a result — over 1 000 documents per month in just one operational area.

SAP was already being used within the company as the primary accounting and process management system. However, the electronic document management system with the Vchasno service had not been directly integrated into the system.
In fact, prior to integration with Vchasno.EDO, the process looked like this:

1. A document was created in SAP.
2. It was exported to PDF.
3. The file was stored locally.
4. It was moved between work folders.
5. It was manually uploaded to the Vchasno account.
6. A counterparty was selected.
7. It was signed.
8. It was sent.
9. The signing status was tracked separately.

In other words, SAP and Vchasno operated as two separate systems with no automatic data exchange between them. With a small volume of documents, this model is manageable. But when the number exceeds 1 000 documents per month, manual actions begin to create a system load.

The main risks were as follows:

• significant time spent on repetitive operations;
• dependence on the human factor (errors in files, names, or counterparty selection);
• difficulty in centrally monitoring statuses;
• signing delays due to manual switching between systems;
• increased workload on the accounting department.

In addition, to check a document’s status, it was necessary to log into another system and manually verify the information. During peak periods, the full signing cycle took 1–2 business days per document.

During the phase of selecting an integration model, TG Consulting joined the project as an integrator, taking on the full scope of the turnkey solution — from business analysis to architecture and implementation.

🔎 In-depth analysis of business processes

The project began not with technical implementation, but with a detailed analysis of Capgemini’s business processes. The goal was not simply to integrate SAP with the electronic document management system, but to ensure alignment with the company’s actual workflows.

The TG Consulting team conducted a series of interviews with the accounting department, management, and other specialists who work with documents on a daily basis.

The focus was on specific operational scenarios:

• what types of documents and signing scenarios are used;
• which statuses are critical for process control;
• how deviations and re-approvals are handled;
• what requirements exist for maintaining a history of actions on documents;
• whether bulk operations (batch processing) are needed;
• what restrictions are imposed by SAP and internal security policies.

It was at this stage that the “framework” for the future integration was formed — the business logic that defined document routing rules, the role model, and interaction scenarios between systems.

This allowed us to avoid a common risk in integration projects — when the technical solution does not align with actual operational processes.

🏗️ Architectural design and technical model

After gathering and analyzing the business requirements, TG Consulting moved on to the architectural phase:

• We organized and prioritized the requirements;
• We conducted a detailed analysis of the Vchasno service API;
• We designed exception and error-handling scenarios;
• We developed role and access rights models;
• Defined a status synchronization mechanism;
• Developed the logic for storing action history;

The architecture was coordinated with the Capgemini team over several iterations — with verification of compliance with internal standards and the requirements of the company’s global structure.

Any integration involving more than 1 000 documents and multiple approval roles requires careful preparation and a phased rollout. In Capgemini’s case, it was not just a matter of technical integration, but of restructuring the existing document workflow. Among the key challenges were:

Configuring test environments and keys

We needed to synchronize the SAP and Vchasno test environments, properly configure the synchronization of access keys, and verify secure data exchange in accordance with corporate policies.

Testing bulk scenarios

Processing a single document versus a batch of hundreds involves different levels of workload. The team separately tested scenarios for bulk document generation, signing, and return to eliminate delays or failures.

Signature logic and access rights

It was important to take into account the different roles of signatories, multi-level approval processes, and restrictions on access to financial documents. Permissions for viewing, editing, and signing were configured according to each user’s role.

Handling of erroneous or rejected documents

The integration had to accommodate scenarios for re-approval, error correction, and correct status updates in both systems without losing history, while ensuring full traceability and consistency throughout the entire document lifecycle.

Compliance with security and audit policies

As an international company, Capgemini has high requirements for access control, activity logging, and data retention. The solution had to fully comply with these standards.

The integration of SAP with the Vchasno service has improved not only the speed of document processing but also the quality of internal processes, control, and the company’s financial efficiency.

• Reduced approval time: previously 2 days, now 3–5 hours.
• Minimization of manual operations that could potentially lead to errors.
• Transparent process control: statuses are available in SAP without manual verification.
• Audit readiness: structured storage + activity history.
• Ease of use for both the company and contractors.

In addition to direct costs, electronic document management via Vchasno has significantly reduced the team’s time spent on:

• signing,
• approving,
• commenting,
• and other document-related tasks.

Capgemini’s story demonstrates that scaling a business is impossible without the systematic digitalization of internal processes. Integrating SAP with the Vchasno service enabled the company to:

• significantly speed up document approval;
• reduce the operational workload;
• ensure full transparency of statuses;
• comply with international control and audit standards.

Most importantly, document management is no longer a manual administrative function but has become a managed digital process that supports business growth rather than hindering it.