The customer's challenge
The customer's challenge
The company suffered from having grown by acquisition without having incurred the cost of transferring all acquired companies into proper systems for transparency and administrative efficiency. As a result, it had reached a limit on its acquisitions as it needed more control over the finances of all operations. When it was decided to make an investment, the company had about 6000 employees.
System before/after
System before/after
The company was a group with several different systems, about half of which were home-built. Among other things, they left an old version of Agresso behind when they decided to replace everything with a combination of the ERP system 4PS, Symbrio (purchasing) and Handyman (assignment reporting and self-monitoring on the mobile phone).
Solution
Solution
In order to share the large investment, it was decided that all subsidiaries in the Nordic region would have a common system solution, which also became the scope of the project. We who were responsible for managing the programme contributed with our knowledge of the civil engineering industry combined with our long experience in project management and project economics to staff and drive the project forward with great vigour. In particular, our integrated change management helped a lot along the way.
Result
Result
With a couple of minor time delays due to the complexity of the change and the fact that all 6000 employees were affected, we reached the goal with very good results. The fact that the customer expanded the scope of the project along the way meant that the value for the organisation was raised even more than originally intended. The return on investment was realised in a short time as the efficiency of the project administration was significantly increased.
Conclusions
Conclusions
If the implementing company sees that greater value can be realised by adding minor refinements to the solution during the project at a limited cost in terms of a slightly extended project time, it can create a much better investment. However, some senior executives had extensive experience of system changes so the decision to extend the scope was well founded and not taken lightly.
We carry out at least 20 different assignments in parallel, which means that our experience bank is developing at a rapid pace. To give you inspiration for projects that can be similar to your current challenges, we share here what we have learnt from others that will benefit you in a future assignment.
What we have done
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Customer case4 min reading timeThe construction group replaced its outdated ERP to harmonise its system landscape, increase internal efficiency and strengthen its project business
The client, a group with several project-oriented organisations operating in various parts of the civil engineering industry, had for some time felt that the current system landscape did not support the projects to the extent that they... -
Customer case2 min reading timeA market leader in a global petrol and retail group that needed to streamline its supply chain.
During the course of the project, a number of challenges were identified that prevented them from achieving the change desired by the category managers in the Swedish organisation. Their culture, team spirit... -
Customer case1 min reading timeThe electric boat company that wanted to switch to serial production
The company was still a venture capital-funded development company where each new product delivered to the customer had its own technical specification, which discouraged planning, standardisation of components and planning of purchases. It... -
Customer case2 min reading timeThe global engineering consultant who wanted to increase project profitability
The company has had an acquisition-driven strategy for many years and is adept at integrating staff functions and business systems, but along the way had failed to harmonise the delivery process to the customer.... -
Customer case2 min reading timeOperationalising project management in a Nordic construction company to support all project managers through a process-oriented approach.
Their existing business/management system, which is currently on SharePoint, is characterised by thousands of documents containing long routines, policies, large amounts of text and outdated information for those who will be running the projects. This leads... -
Customer case2 min reading timeGuiding two different companies within the same group towards a joint decision on a new business system.
When we started the system procurement with our customer, they had two different business systems, one of which would cease to be supported at the end of next year and the other would need to be upgraded and lifted.... -
Customer case2 min reading timeThe retailer who wanted to implement a deviation management system underpinned by a harmonised approach across all countries in the business.
The customer's business in the workwear, tools and personal protection industry was characterised by decentralised processes, with different countries having different levels of progress in terms of whether a system support was in place to manage and monitor... -
Customer case1 min reading timeCustomer needed to streamline e-commerce with new warehouse management systems
For retailers, as for many other industries, e-commerce has been a clearly growing business in recent years and is becoming increasingly important for the major players in the market. But e-commerce... -
Customer case1 min reading timeThe industrial company that needed to create standardised HR processes
A major customer of Rededge in the manufacturing industry wanted to harmonise their HR processes across borders. With factories on several continents, there were major challenges in finding a "unifying" system support that...