Company 1
A company in the steel industry with more than 10’000 employees reduced their ERP landscape to one integrated system. The work was done by a consulting firm under a general contractor agreement. Because this was a multi-million project the project management wanted to get an independent opinion and risk reports also for the steering board. To avoid conflicts, they were looking for an expert which is not part of a consulting company.
Company 2
A company with 800 employees in the utilities industry had to prepare itself to teh new market conditions. This was done by adapting the financial reporting. To do so, all processes had to be adapted and harmonized.
The project sponsor wanted to involve himself, but wanted an independent expert to support him. This was particularly important when the external consultant did not deliver according the agreements.
Company 3
Company with more than 1000 employees manufacturing components for the building industry with offices in several European countries using one instance of SAP ERP.
On Strategic Loop, analysis of Organizational Footprint discovered areas of improvements in Order-to-Cash process, mainly in the execution stability and in the interface with warehousing and manufacturing.
Implementation of Organizational Monitor (Business Process Monitoring) with root cause analysis and removal reduced the overall Order-to-Cash cycle time by several days and decreased the necessary working capital by nearly 2 mio Euros.
Further optimization on the Execution Level by adjusting manufacturing and warehousing to consumption patterns (most products with low demand) resulted in better on-time delivery at reduced stock levels.
Company 4
Perfumes and flavors company with more than 5000 employees and offices in 20 countries in all regions using one instance of SAP ERP.
Organizational Fitness Test showed issues in process execution in Order-to-Cash and manufacturing processes which lead to differences between reality and ERP data (leading to additional administrative overhead).
Implementation of Organizational Monitor for biggest manufacturing site, root cause analysis together with business users, and implementation of “quick wins” led to substantial reduction of overdue process steps and less exception handling.
Implementation of Go-Live Support for go-lives reduced problems just after going live by giving the project team a real-time dashboard with all overdue process steps.
On Strategic Loop, Organizational Footprint analysis discovered optimization potential in master data for global transportation (leading to better customer satisfaction and reduced stock levels). It showed also potential to reduce order change rates to lower administrative cost. And it provided also information concerning the consumption patterns (similar to company 1).
Company 5
The owner of a company in the high-tech industry wanted to understand the current state of its ERP landscape because his company was growing fast. He wanted also to understand the needed steps to prepare for further growth and make sure, he had the right crew for such plans. We did an ERP review and presented the findings to the managment committee.