A large global manufacturer was spun off from their parent company. Post spinoff they were left with many disparate processes and software systems. The client decided to implement a major ERP package globally that would consolidate systems and planned a multi-year phased rollout. The Procure to Pay functions of the client (Purchasing, Account Payable, Inventory Management, Receiving) realized that it had no internal expertise or capacity to analyze, improve and consolidate current processes in support of the implementation. We were engaged to lead the Procure to Pay function through this major business transformation.
Our team reviewed all current documentation (processes, policies and procedures) to understand current state of Procure to Pay function. Global workshops, interviews and process reviews were conducted to understand business requirements of new system while eliciting current challenges that were present in each area. Both operational and reporting considerations were in scope for this project. Once all requirements were documented, sessions were held with consultants from the software provider’s ERP technical team to understand functionality of the software as it relates to these business requirements. A gap analysis was created to denote the areas of requirements not met with the base system. Our recommendations to client’s management were holistic in nature and included suggestions to optimize system design (and customize where appropriate), improve current business processes and more efficiently deploy personnel.
Experis provided functional leadership (client advocacy) to ensure system design was executed in accordance with approved requirements and provided change management leadership for changes to (or creation of new) processes as a result of system implementation gaps. As a part of that assistance, the client documented management reporting requirements and managed the technical team to develop implement reporting package including implementation and training.