Example 1: I have a sales department and a repair department. Orders related to repairs of sold products are managed differently and pricing conditions are different. I therefore create one journal for sales and another journal for repairs. This prevents repair orders (often referred to as RMAs) from being mixed in with regular sales orders. The repair department can ensure better follow-up, as can the management of repair quotations.
However, for invoicing, I have configured routing within the Silicon ioi ERP system toward the main sales journal. From an administrative perspective, this remains the same department.
Example 2: I sell both nationally and internationally. For international sales, I work through a distributor and logistics are organized differently, including customs procedures and multimodal transport. In addition, distribution pricing and volume agreements are different.
I therefore create a dedicated journal for international sales, separate from the journal used for domestic sales. This simplifies order and transport management, and warehouse operators immediately know that packaging requirements are different. I do not configure routing for invoicing back to the original sales journal because VAT and Intrastat regulations are specific. This helps my administrative team control and manage export compliance rules more efficiently.
The situation is similar for purchasing, where it can, for example, be useful to have a dedicated journal for investment-related purchases that are outside the standard commercial flow.
Example 1: I have two divisions: one dedicated to mechanical purchasing and another dedicated to electrical and electronic purchasing. The suppliers are different, and the goods receipt procedures are also different.
