A new ERP system can help a company build a foundation for rapid, sustained growth. But for large global companies, the process of implementing new ERP technology across all critical business processes can pose major challenges. Here’s how Point B helped turn around a struggling ERP implementation for a global medical technology leader that offers life-saving products and therapies to patients around the world.
Rethinking ERP implementation
Our client had identified the Americas as a key market for rapid sustained growth, but needed to enhance its enterprise resource planning (ERP) technology to support its expansion. In the process, it selected a new SAP system to manage virtually all of its critical internal and external business processes, including purchasing, supply chain, finance and accounting and quality management.
When the implementation ran into challenges, the company hired Point B to help rethink its approach and reset the project. The goal: to bring clearer definition, governance and implementation know-how to the initiative and allow the company to meet an aggressive timeline while delivering a customized system that could grow with the business.
Developing and deploying a realistic approach
The company had been fielding large teams concurrently to tackle design, implementation, business process requirements and testing, compliant with FDA 21 CFR Part 11. We recommended reducing the size of the implementation teams and sequencing the work instead. Right-sizing the teams helped to eliminate bottlenecks. Point B reorganized a struggling testing effort and helped work with the organization’s Quality and Compliance department to define an approach to complete FDA mandated testing and documentation that set the foundation for all future software quality testing.