An Australian-based multi-national required the ERP implementation and re-structure of a $140m Electrical contracting and service business recently acquired. The re-structure included establishing a centralised back office for Payroll, Accounts Receivable and Payables. There was a need to minimise manual and spread sheet based systems, as well as to introduce Inventory control processes
- Prior to acquisition, four distinct legal entities operated four disconnected Accounting systems. After purchase restructure, one legal entity operated four legacy systems.
- Re-structure involved moving Admin functions from branches to Head Office Shared Services
- A failed ERP implementation twelve months prior created a global fear of further change
- Complex electrical Enterprise Bargaining Agreements existed across three Australian states
- Minimal stock control was in place for a stock-hungry business
- ERP cutover also delivered the process integration of the four differing business locations, within three months and within budget project delivery
- After complex internal politics were resolved, Shared Services operated successfully for Payroll, Accounts Payable and Cash Management from Head Office.
- Efficient and effective change management programme accommodated employee role changes and process improvements
- Worked with Payroll staff to ensure all EBA requirements were successfully covered
- Full stock control was implemented after a “hunt and gather” stocktake identified all items
- Improved Project manager understanding of operational margin management