Objective
Our client, a market leading provider of critical maintenance services to the oil and gas sector in Australia, New Zealand and the Middle East, used internally developed operational and financial software. There were a lot of issues within the software and it had become a significant business risk. A Big Four consultancy provided them with a market review, but they needed help finding and selecting the right replacement ERP system.
They engaged us to identify the current systems and processes to be replaced, as well as determine how the new software would interface with systems to be retained. We were then engaged to conduct the Software Selection process to deliver the most suitable ERP from a Big Four pre-determined shortlist.
Solution Delivery
- We began with a period of “business immersion”. During this time, we mapped the Current State for processes and technology. We also documented “burning issues” and “wish list” items. We had to allow for differences across the business units as well as all of the manual systems. We also had to map the usage of the variance in-house systems and clarify the current manual or automated integration points.
- Post immersion, Business System Alchemy delivered to the senior management team a succinct report outlining options for the scope of the replacement ERP system.
- An additional document was provided, detailing options for levels of change within the legacy systems. We guided the team through these options. They ranged in scope from:
- replacing Finance-only from one internally-built software system with retention of twenty-seven integration points,
- through to replacement of all five internally built software systems with integration only to Payroll.
- The business quickly determined the replacement of all five internally-built systems was their preferred option and the most manageable long-term solution.
- Based on an established shortlist, we started the software selection project. We used our own methodology to focus on key requirements and project deliverables.
- We managed all vendor interactions and also provided a quantitative and qualitative framework for the process. We worked with the project steering committee to assess each proposal. The final selection of shortlisted vendors at each stage was performed entirely by the business.
Achievements
- We gave the business a clear picture of the risks faced with their legacy systems in non-IT terms. This let Senior Management determine a clear scope and phased approach for selection and delivery of an ERP. It also encompassed all aspects of the business.
- We were able to conduct a thorough selection process in a relatively short time-frame. It included a quantitative assessment of each short listed vendor’s offering.
- We quickly got down to a shortlist of two vendors. The system functions, interfaces, project delivery and commercial aspects were concurrently evaluated.
- Our process empowered the Business Management team so that they could make the final selection and proceed with the commercials. They were comfortable with this approach as it gave them control over the process. They had enough information on vendor strengths and weaknesses to make an informed decision.
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