Privately owned Global Shipping Company

PROJECT DETAILPrivately owned Global Shipping Company
ERP Selection and Implementation
DESCRIPTIONThe Client had recently recruited a new CTO to digitalise the business. Ownet were asked to support the ERP selection and implementation by providing a team of Owners to take on the Programme Management and Business Analysis (currently 5 team members) with a key focus on transforming the finance function. The project is on going and has a number of phases. 1. ERP Selection2. Mapping and documenting the current work processes of the finance teams. 3. Finance and HR ERP Implementation and transformation4. SCM transformation
APPROACHDuring the project’s first phase, Ownet developed and ran the selection for the new ERP system, using our knowledge of different tools and system integrators. The ERP selection process involved three key stages:• Product review (five core products) based on the client’srequirements (Finance, HR and SCM) – taking into accountfunctionality, licensing costs, integration capability, implementation costs and ongoing servicing capability and cost.• Shortlisted tools and respective System Integrators were asked to develop and demonstrate proof of concepts based on defined use cases and introduce their implementation teams• Final reward and commercial discussions to ensure understanding and alignment of objectives prior to the kick off of the Implementation. In parallel to the selection process a team of three of Ownet’s Owners have been mapping the end to end “As is” finance processes across all Geographies and functions to ensure that during the analyse phase that all processes are captured, clearly understood and inefficiencies, control gaps and handoffs are identified and can be reflected/addressed in the “To be” processes. While developing the process maps we are also leading the client in developing an internal controls framework and reviewing business management tools and process mapping tools to facilitate this. Our Programme Manager has set up all the governance and engaged the key stakeholder groups to ensure change management processes and communication are in place prior to the official kick off of the project.  
BENEFIT AND OUTCOMEBy ensuring a rigorous system section process all stakeholders are aligned on the ERP tool, understand the benefits and implementation challenges and are prepared and excited about the change and the vision of the future state. By putting an early focus on the “As Is” processes, the teams are thinking ahead to the improvements and innovations that will be possible with the new ERP tool.    
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