Problem
  Despite getting it implemented directly by ERP OEM, Infor, Work Sharp struggled to get business results from their ERP.
ERP implementation led by finance without involving operational users resulted in substantial issues with customer service and supply chain planning.
 The lumped retail customer objects took customer service more than 50% to serve the customers with their inquiries.
 The inefficient setup of the customer master led to scalability issues like onboarding new customers such as Walmart or buying groups.
 Most functions had to deal with duplicate data entry and juggling through multiple systems while performing their jobs.
 The usage of EDI for internal system integration led to scalability issues in onboarding new customers.
 The inefficient BOMs led to 80% of the Supply Chain planning being done outside of the system.

Solution
  As-is and To-be process models built
  Process reengineering recommendations
  New inventory reconciliation models
  Superior material movement flow
  Business, process, information, and system architecture built 
  Change management plan formalized
  Source of authority and system interaction flow built
  Data cleansing recommendations provided
  The new warranty and RMA process designed
  Data mappings for eCommerce and ERP integration created
  Use cases and pseudo code built for the development teams
  Proof of concepts for technical risks within tools such as Dell Boomi, Infor CloudSuite Industrial (Syteline), and HubSpot

Outcome

  The system communication improved by 50%
  Inventory and demand forecasting accuracy improved by 20%
  Alignment of as-is and to-be process models for executive teams
  The opportunity costs for internal teams were reduced by 70%
  ERP integration costs less than 20% of the industry average
  Total potential savings of over $300K through streamlined architecture