In early January of 2013, we were contracted to assist an engineer to order firm that has grown to 250 million in turnover by acquiring two of their former competitors. They had been 125 million before the acquisitions. The company engineers and manufactures custom equipment for the oil and gas exploration industry.
They were operating on three different ERP systems and needed to select an integrated ERP solution for all three divisions.
We began with a list of twelve solutions and within a four week period had narrowed the list to three short listed suppliers and selected a new ERP within six weeks. The implementation is in currently in progress.
In 2009 we worked with a consulting partner to assist a major packaging company with a full ERP selection. The client selected DynamicsAX as their new ERP solution.
In early 2013, we were asked to assist with a specialty Transportation Management System to integrate with the DynamicsAX 2012 installation.
Our capabilities in the TMS area had been updated based upon some work delivered for a similar company in the UK. The problem is that they are spending in excess of 40 Million USD on shipping charges. They were looking for a solution to help minimize the costs by allowing for spot buys for the best rates, allow shippers access to their own portal to maintain their own current rates and offer the ability to auction certain delivery contracts that are forty percent domestic and the remainder are international shipments.
They are looking to control the costs and have the actual rates integrate to the Dynamics Financials for invoicing and the proper payment.
We started with a list of fifteen suppliers and within three weeks had narrowed the list to a short list of three solutions. They have selected an integrated TMS solution in a total of six weeks from the beginning of the project. Implementation is in progress and expected to be complete by mid June of 2013.
Working closely with one of the major consultancies we are currently using the SpecIT™IVSM solution to develop detailed specifications and processes for a new mine in North America.
The project is looking at traditional ERP solutions as well as additional modules to help manage, administer and control processes such as Enterprise Asset Management and Fuel Management etc. Furthermore, the project is looking at the communication requirements of the IT solutions because of the remote aspect of the mine.
The specification element of this project is looking at the traditional ERP solution providers but is also taking into account the wider requirements of the operation and how they may be integrated into an overall IT strategy. The strategic aspect of the project is vital to the future of the mine which is expected to be working for at least 50 years.
SpecIT was engaged to assist a global mining concern through our consulting partner, select key best of breed solutions in very specialized areas of Enterprise Asset Management. Many of these were emerging technologies to provide capabilities outside of their global implementation of SAP as their ERP system. We were engaged to specify and select solutions for the following areas. Each was a separate project with completely different sets for potential solution providers.
Each of these projects was run in very short timeframes. Options for a supplier were narrowed from a wide field of candidates to a short list of providers within five weeks from the commencement of the projects.
SpecIT™IVSM is being used to develop a specification and shortlist for this client who has operations in the UK, Hungary and China. The project is for the replacement of an old, highly customised ERP system with a solution that must deliver as much functionality out of the box as possible.
The client has many processes and methodologies that are market specific and require a lot of input from the potential shortlisted candidates. The use of SpecIT™IVSM has reduced the overall timescales to get to a shortlist from nine months to three allowing the client to concentrate on other aspects of the business that require more in-depth analysis and process re-engineering.
The implementation of the system will not start until 2014 however, the SpecIT™IVSM methodology has already highlighted areas of the business that could be re-engineered to improve processes, administration and efficiency and, using SpecIT™ROI tool and liaising with the shortlisted suppliers, we are about to start analysing these areas in more detail to understand the return on capital.