Problem
  Ad-hoc approach to M&A integration without comprehensive analysis of enterprise architecture and operational implications
80% of the processes outside of ERP systems
 Shoving modern business models such as eCommerce in an ERP system not designed for channel-centric business
 ERP systems primarily used by IT with minimum adoption from business
 Technical perspective of integration, issues such as saving shipment objects from the subsidiary ERP as the sales order in the corporate ERP
 Substantial inventory allocation and fulfillment issues for key customers
 Minimum training provided for business users in how to use ERP systems for their functions
 ERP implementation driven by the board room with minimum involvement from the floor users and managers

Solution
  Root cause identified of the inventory allocation and supply chain issues
  Business case developed and communicated of several options 
  Business, process, information, and system architecture built and communicated
  Software selection process for newer systems such as iPaaS, Shipping Software, and WMS
  Integration architecture for new channels such as Shopify and Amazon

Outcome
  Alignment of as-is and to-be process models for executive teams
  Opportunity costs for internal teams reduced by 70%
  ERP project recovery costs less than 20% of the industry average
  Fewer operational disruptions by 90% due to the refined understanding of integration architecture and root causes
  Superior understanding of how to resolve M&A integration issues
  Potential savings of over $500K because of unnecessary technology integrations