A large global company needed to plan the rollout of a new ERP system to hundreds of manufacturing sites throughout the world. It was faced with many unknowns and risks, based on the large variations of size, product lines, systems, and staff across all the sites. This made it difficult<span. . .
One of the most common fallacies with ERP implementations is that organizations are prepared for the undertaking. Organizations need to not only recognize and understand the success drivers, but also to take action on related preparatory recommendations that support them
An ERP strategy defines the rules, components and road map that will govern an ERP deployment and utilization. The selection and implementation of a pre-packaged ERP system should be the end result of a well thought-out development and execution of this ERP strategy. The ERP strategy needs to be
The client initiated an ambitious transformation program centered on an enterprise implementation of Oracle ERP across six independent business lines. After a year of work and $15M, the system was still not in production for a single business line and the CFO asked Trexin to get the project back on
After carving out a $100M 3PL (third-party logistics provider)/transportation logistics and inventory supply chain management business from a $3.6B moving and relocation services company, the client (a private equity firm) asked Trexin to support the newly independent business while managing all
Driven by acquisitions demanding flexibility to support varying organizational structures and business processes, the client’s CIO asked Trexin to help create an integrated global supply chain and warehouse distribution system to consolidate/retire multiple legacy systems, incorporate new business
Our Client was experiencing dissatisfaction from both customers and stakeholders for its obsolete and limited online offerings. Competitors had bypassed our Client by offering personalized online experiences, intuitive navigation, extensive services, easy transactions, and mobile enablement
A $500 million global manufacturing company, was experiencing cost competitiveness problems and on-time delivery issues. Our Client set ambitious targets for cost reduction, improved customer satisfaction, and increased revenue. After an internal review, our Client’s leadership determined that the