Situation
- This company had undergone significant acquisition activity in recent years. As a result, they needed to monitor complexity and respond effectively to market conditions. The objective was to deliver one enterprise-wide strategy for the global firm, so they sought to assess the feasibility of defining and implementing a single, global Enterprise Requirements Planning (ERP) approach to:
- Facilitate standardization of business processes for Finance, Supply Chain(devices, owned networks, services, logistics, warehousing and fulfillment) andHuman Resources across 26 operating facilities (4 companies)
- Exploit shared service center concepts to reduce expenses
- The client needed buy-in and participation across all the geographic, process and
functional boundaries in order to successfully implement the ERP approaches - Legacy technology environment was highly complex and required consolidated –
this included Accounting and Operations across each final entity/facility
- Developed international team together with the client
- Established six work streams: Change and Communication Management, Process Analysis and Design, Approach Architecture and Integration, ERP and SI selection and sourcing, Business Case, and Program Management
- Assisted client with definition of the business operating processes
- Developed a roadmap for transition
- Developed the underlying business case for the investment
- Provided a study that clearly outlined the level of standardization that is achievable and the cost savings associated with it
Solution
Benefits
- Developed a PMO organization and Stakeholder Alignment Workshop
- Performed a Technology Strategy Assessment to drive gaps in systems, architecture and organizational capabilities
- Created Change Readiness and Communication Plan
- Delivered Operating Model w/ Organization specific roles and responsibilities
