Our customer is a global leader in the metals industry. The company has a multi-billion-dollar turnover and operates across more than 250 sites across the world.
Having grown through local regional acquisitions over a 100+ years history, the company has developed as autonomous regional organisations. Given the global nature of the company and with the majority of sales conducted through their global trade organisation, they needed a global ERP system, with common processes that can be adopted by all, to enable a global position report on material to better exploit the market. Moreover, the local regional IT systems that support the core business were becoming unsupported and will reach end-of-life over the next three years. The programme’s purpose is to enable the organisation to have globally integrated business processes and real-time management of key business decisions to improve customer and colleague experience. The programme had a number of key objectives to successfully transform the organisation.
Using our skills in both shaping change and delivering change, Project One worked with the customer to transform the business’ systems.
The project started with a Concept Phase, where c40 interviews across the business were conducted, exploring the requirements and opportunities an integrated ERP may provide, supported by the creation of a value chain model defining level one and two processes. The value chain was used to define and agree what was in and out of scope.
The processes in scope were then sequenced into delivery phases. The value chain provided the basis for the initial design phase work, which defined the in-scope processes to level three and formed the basis for the RFI and RFP documents.
The RFIs and RFPs were issued to Vendors and System Integrators, and after a rigorous review and rating of responses, those preferred were invited to formal presentations of their proposals and client references were taken up.
A final selection session was then conducted with members of the steering group. In parallel, a detailed business case was produced, and an initial business impact assessment was conducted.
We also developed a data strategy, application integration strategy and defined and created appropriate design authority governance. Then followed a period of pre-mobilisation activity in preparation for the first phase of the detailed design sprints, and team members on-boarded.
The key challenges were:
Project one partnership
Working with the customer, Project One enabled the vision of becoming a unified global organisation with consistent processes across all regions. Together we challenged current ways of working and enabled the Enterprise Leadership Team to kick-off a wide Business Transformation Programme, thus enabling the greater benefits that could be achieved.
Project One adding value
When delivered, the solution will have a profound effect on customers and suppliers with the introduction of customer and supplier portals. This will allow an element of self-service and drastically reduce the manual effort currently performed.
The programme has enabled the customer to review its IT support needs on a global basis and introduce efficiency in its operations, to create standardised ways of workings and establish the process ownership that a global organisation requires. Moreover, it will be far better equipped to maximise its profits by understanding its global stock position, cost of sales and thus optimise the global trade process.
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