Before choosing a technology or drawing screens, ask: what is the team trying to get done? Where do steps repeat? Which information arrives late or incomplete? The answers reveal the problem a system is worth solving.
Map the workflow as it happens today, not as you hope it will happen. Identify who creates information, who reviews it, and what should happen when something is missing or unusual. Those details create clearer requirements than a long list of screens.
Then build a first release around one important workflow. Give it a reliable source of data, show each person what they need, and leave room to connect the systems already in use. Do not bundle every idea into the first release; validate the workflow with the people who will use it.
Measure the outcome of the work: are people entering the same information fewer times? Can they find an order status sooner? Are mistakes caught earlier? Choose two or three indicators before launch, then review them with users.
The best system is not the largest one. It is an understandable tool that removes friction, fits the business, and can evolve as its needs change.