M&A Integration Strategy

The Alchemist People, Process, Technology

Objective Our client, a vertically integrated communications provider operating in Australia and New Zealand, needed to streamline internal systems. Over several years they had embarked on an aggressive and quick acquisition cycle, with a final position of eighty-plus legal entities. The merger and acquisition strategy of previous management had resulted in three disparate ERP systems being used within the Group. …

Software Implementation Program Management

The Alchemist People, Process, Technology

Objective Our client, an engineering, building and construction company, was in the process of rolling out a new ERP system and had encountered many challenges with the project. The business roll-out included nineteen reporting legal entities, covering a very diverse range of businesses and required functionality across end to end building and construction. The internal PM had struggled with the …

Rectification of ERP Implementation

The Alchemist People, Process, Technology

Objective An international multi-technical Services company had recently acquired a Construction and Services HVAC business and implemented them onto their ANZ-wide ERP software. The implementation was done through a Distributor of the ERP and had not gone well. There were issues with data take-on, inaccurate setup and functional gaps, that had left the new business unable to complete key processes …

Redevelopment of Business Critical ERP Customisations

The Alchemist People, Process, Technology

Objective A national transport business had been stuck on a very old legacy version of their ERP software. A change (or two) in ownership had meant that it had been impossible to get budget to upgrade to a more current version. Unfortunately, issues with cutomisations added during the initial implementation led to a bad design, along with an outdated database …

Industry Downturn – Systems and Processes Review

The Alchemist People, Process, Technology

Objective Our client, an engineering, mining services and industrial manufacturing Group, decided to use an industry downturn as an opportunity to address certain ERP and process failings and inconsistencies across their various companies. While there would be some cost for them to do this work, senior management felt that the work they did now would better place them to take …