Gellert Global Group

Gellert Global Group (GGG), a leading US food importer, faced challenges managing complex sales and operational workflows across fragmented, legacy systems. AllCloud delivered a multi-phase CRM transformation using a connected Salesforce architecture. Phase 1 established a pre-sales foundation with Sales Cloud, ERP integration, and an external Experience Cloud portal for supplier bids. Phase 2 introduced “The Hub,” a custom project record to automate and coordinate post-close execution. The result is complete pipeline visibility, a structured supplier bid process, and greater accountability across the sales-to-fulfillment lifecycle.

• Unified Visibility: Commercial teams gained complete pipeline visibility supported by real-time ERP data.
• Structured Handoff: The solution created a direct, traceable link between won opportunities and the operational workflows required to fulfill them (“The Hub”).
• Execution Efficiency: Post-close processes are now structured and automated, driving greater transparency, accountability, and execution efficiency across teams.
• Governed Sourcing: Established a structured and auditable supplier bid process via an external Experience Cloud portal, replacing email chains.

Gellert Global Group, one of the largest and most established food importers in the US, operates across 11 individual companies serving manufacturers, retailers, food service distributors, hotels, restaurant chains, cruise lines, and others. As the business grew, a legacy CRM environment built on two in-house systems made it increasingly difficult to manage sales activity, pricing workflows, supplier collaboration, and downstream execution with the consistency and visibility a business of this scale requires.

In a multi-phase transformation, AllCloud replaced GGG’s fragmented environment with a connected Salesforce architecture. Phase 1 established Salesforce Sales Cloud as the foundation for opportunity management, pricing workflows, supplier collaboration, ERP integration, and AI-assisted communication. Phase 2 extended that foundation into post-close onboarding and project execution, creating a more continuous operating model across both pre-sales and downstream workflows. An ongoing managed services engagement has kept the platform evolving.

GGG had been managing a complex, multi-company sales operation across a technology stack that was never designed for it. Their legacy systems provided limited automation, produced disconnected data, and created friction across six business units: IT, Sales, Sales Support, the Costing Desk, the Pricing Desk, and the Business Development Management (BDM) team.

Day-to-day workflows — tracking opportunities, coordinating supplier sourcing, generating quotes, and handing work from sales into operational execution — required manual coordination that email and spreadsheets could not reliably support. Supplier bid collection happened largely over email. There was no structured handoff between a closed deal and the operational workflows needed to fulfill it.

The solution also needed to support business realities that standard CRM setups do not always handle well: GGG needed to track opportunities for prospects that did not yet exist in ERP, pursue products not yet established in the Infor M3 CloudSuite system, coordinate supplier bid collection through an external portal, and preserve relationships between opportunity records and all the downstream pricing, costing, and quoting activities tied to them.

Meeting these requirements required a Salesforce environment designed around GGG’s actual process model, with the flexibility to support both customer-facing and operational workflows over time.

AllCloud approached the engagement as a phased transformation, using Salesforce not just as a system of record, but also as an operational platform connecting opportunities, pricing, supplier collaboration, onboarding, and project execution.

AllCloud deployed Salesforce Sales Cloud as the foundation for core CRM processes, including account, contact, product, opportunity, and quote management. The design introduced prospect accounts that could exist only in Salesforce until a first sale occurred, allowing teams to track and analyze pipeline activity without requiring every prospect to be created in Infor M3 upfront — preserving a cleaner ERP boundary while giving commercial teams more complete pipeline visibility.

Opportunities were structured as objects connecting directly or indirectly to opportunity products, price requests, supplier bids, costings, quotes, quote lines, price adjustments, and outcomes. Three distinct lead management processes were configured to match GGG’s subsidiary model, and the team established SSO using Microsoft Active Directory for secure, streamlined user access across the organization.

Phase 1 also included Einstein AI configuration, enabling commercial teams to generate contextual emails populated with data from the opportunity and related records — improving the consistency of outreach to external customers, suppliers, and other vendors.

A major element of the Phase 1 design was connecting Salesforce with GGG’s Infor M3 CloudSuite ERP environment. Integration dependencies spanned master data, sales, shipment, accounts receivable, and RMA domains, creating a unified 360-degree customer view and giving commercial teams real-time access to the transactional data needed for accurate pricing and customer context.

One of the more distinctive aspects of the solution was the sourcing and pricing workflow built around custom price request records and an external supplier portal on Experience Cloud. After opportunity products were created in Salesforce, price requests could be generated for specific suppliers and exposed externally through the portal. Suppliers could review requirements, submit bids, upload supporting specifications, request submission extensions, and record deviations from customer requirements — all within a governed workflow. Rather than relying on email chains and offline updates, supplier submissions became structured records tied back to the opportunity and pricing process.

After the pre-sales foundation was in place, GGG expanded the platform to support what happens after a deal is won. The centerpiece of Phase 2 was a custom object called The Hub: a project record linked directly to won opportunities, designed to replace GGG’s manual project kickoff form and coordinate downstream workflows across five operational tracks.

When an opportunity closes, The Hub triggers the relevant workflows for supplier and manufacturer onboarding, price and buyer analysis, regulatory review, quality assurance, and marketing brand management — creating a traceable connection between the sale and the work required to fulfill it. Parent-child relationships between opportunities and Hub project records, combined with Lightning page layouts, queues, and Flow automation, give operational teams the structure and visibility they need to execute consistently.

Phase 2 also refined post-close price request management so changes in price, quantity, or supplier could be handled in a controlled way after an opportunity had already closed, preventing direct edits to closed records while preserving data integrity. Mobile access, permission structures, and role-based sharing extended the platform’s usability beyond desktop-bound workflows.

Phase 2 further tightened the pricing workflow by automating the population of PAR fields, streamlining adjustment method selection, and ensuring full traceability between related price request records.

The implementation was delivered through a structured design-build-test-deploy model with iterative reviews, UAT, train-the-trainer enablement, and knowledge transfer. AllCloud launched a managed services engagement before Phase 2 even went live — providing GGG with ongoing configuration support, release management, and platform optimization as the business continues to evolve on Salesforce.

With data consolidated in Salesforce and key workflows restructured around the platform, Gellert Global Group gained a stronger foundation for both pre-sales execution and post-close coordination. Commercial teams now have complete pipeline visibility supported by real-time ERP data, a structured and auditable supplier bid process, and a direct link between won opportunities and the operational workflows required to fulfill them.