Results

The Business Challenge

A product of PE-led divestitures - along with some acquisitions along the way, the PVF industry leader quickly inherited a series of fragmented legacy ERP systems across multiple 7 businesses and 40 locations, each with their own processes, leadership and ways of work. To operate effectively and be able to scale, they needed to consolidate ERPs, processes and ways of work.

What We Did

We documented each business’s current processes, worked with each business to design the future state and requirements, ran cross-business workshops to identify and close process gaps. We then executed an independent ERP selection and found the best-fit ERP, and implemented it across all businesses and locations over the course of two years.

Better After

The business moved from fragmented systems and acquisition-driven complexity to a more unified, scalable operating foundation.

ERP became a platform for stronger visibility, better process consistency, improved supply chain and warehouse capabilities, and greater operational control across a complex industrial distribution and manufacturing enterprise.

The Business Challenge

2 years and 2 failed ERP go-live attempts later, this global distributor of pipes and fittings was in trouble and did not know why.

What We Did

After a quick ERP health check, we identified the root causes and layed out the specific actions needed to turn around the failing implementation. We oversaw the turnaround and drove the implementation to a successful completion in under six months.

Better After

The business regained confidence in the ERP program, and core business processes were standardized. The company emerged with the technology platform it needed to support growth as a PVF industry leader.

The ERP initiative also helped support the company’s broader strategic objectives: Global Stainless met its PE sponsor’s exit criteria and sold to one of the world’s largest industrial distribution firms.

The Business Challenge

After multiple acquisitions, this PE-backed supplier and manufacturer of high quality forges and flanges needed to scale. But there was one problem: Their 20+ year old ERP was no longer able to keep pace. Employees were working in shadow systems. Production and supply chain were disconnected. And maintaining inventory accuracy required constant manual effort. They selected Microsoft Dynamics Business Central as the ERP that would take them into the future.

What We Did

We assessed the embedded ERP implementer’s capabilities, oversaw their work, led the business process evolution that needed to happen within the company to align to GMI’s future needs, and delivered a successful go-live.

Better After

With a modern ERP at their disposal, GMI is now set to scale their business in line with their leadership and sponsor commitments.