This is QRION running one complete business process.
A deal is won. Turning it into the right order at the right price with the right approvals is where most companies lose days.
The quote to order is the handover from sales to operations, and it is where margin quietly leaks.
A discount nobody signed off. An account already passed its credit limit. A product with no match in store. Here, the requirements document is the thing that builds the process.
Not a document people are asked to remember, but the specification the automation is generated from.
This is what the document became. 37 steps wired from the requirements themselves.
Read the closed deal from Salesforce, map every line to the store, work out the margin, and route whatever a person has to decide.
Nothing is created anywhere until the process has an answer it can defend.
Every branch is wired, including the ones nobody wants: not provisioned, unmapped lines, credit declined.
Here is the same process as a list: every step, in the order it runs.
Each one is a business step rather than a technical one. Read the quote, check the account is provisioned, price it, approve it, order it, and record it. Read it top to bottom, and you have the process without opening a single technical screen.
The rules are stated once. Every account sits in a tier, and every tier has a margin floor.
At or above the floor, the order goes through on its own. Below it, the size of the concession decides who has to sign.
Up to two points goes to sales ops. Up to five to a sales ops manager. Beyond that, the VP of sales. The latter is in the process, not in somebody's head.
Published with the Salesforce and store connections carried across.
From here, the process is listening for closed deals.
A real deal in a real Salesforce org. Snow Devil Outfitters, $55,600. The moment it moves to closed one, the process picks it up. Nobody rekeys anything.
10 server racks and a 100 water bottles at prices that were negotiated rather than listed.
The run as it happens. The account is provisioned for ordering, and both lines map to real products in the store.
The margin comes out at 26.5% against a tier floor of 30.
Three and a half points of concession. Too much to pass on its own, so the process stops and asks.
This is the sales ops manager's queue. The order total, the margin, the floor it missed, and the concession are all on the card. Nothing exists in the store yet. The decision is made before anything is created, not explained afterwards.
Approved.
And the process immediately finds the second reason to stop.
$55,600 against a $40,000 credit limit. That is finances call, not sales.
A different person, a different queue, the same run, still holding.
With both signatures in hand, the order is created in the store as a business to business order at the quantities from the quote against the right company account, at the prices that were agreed, placed against the Snow Devil company account, and tagged back to the process that created it.
And back in Salesforce, the deal itself carries the proof, the order it became, and the status it ended in. Written by the process, not typed by a person, which is what makes it worth auditing.
The margin it went out at and the concession that was approved are on the record beside it.
One process. Every closed deal, priced, approved, and ordered the same way.
