Problem
  Growth challenges due to siloed systems and processes
  Grew too quickly, but the system landscape remained outdated
  Misalignment among various functions and departments over system and process strategy
  Substantial overlap among systems due to disconnected processes
  Duplication in efforts across multiple systems
  80% of the processes such as merchandizing, planning, procurement, AR, and AP performed outside of the system
  Questionable data quality for critical business decisions
  Fragmented Omnichannel experience and inability to provide unified commerce experience
Unable to offer buy-online-pick-up-in-store (BOPIS), ROPIS, and curbside experience

Solution
  As-is and To-be process models built
  Process reengineering recommendations
  Business, process, information, and system architecture built 
  Change management plan formalized
  Source of authority and system interaction flow built
  Data cleansing recommendations provided
  Alignment of stakeholders on the enterprise architecture and process boundaries
  New systems ERP, PLM, and S&OP introduced in the architecture

Outcome
  The system footprint consolidated by 50%
  Potential savings of over $1M by avoiding duplicate admin efforts and siloed processes
  Alignment of as-is and to-be process models for executive teams
  The opportunity costs for internal teams were reduced by 70%
  ERP selection costs less than 20% of the industry average
  Potential revenue lift of over 20% through premium customer experience enabled through technology