ACRA faced several operational challenges before adopting ERPNext. With field offices spread across different states, managing procurement, expenses, payroll, and accounting for the different projects being undertaken was a daunting task. Manual processes and disjointed systems led to inefficient process approvals which sometimes took weeks—due to physical paperwork moving between distant offices. Since most of the information was scattered, financial tracking across multiple projects was error-prone, and generating reports for donors was a tedious process. The lack of a centralized system meant inefficiencies piled up, draining time and resources that should have been spent on their mission.