Our client, a $10bn global energy company, was embarking on a global ERP transformation involving 140 countries. The challenge statement they faced was how to best ensure ERP system stability in each country after deployment of the system. We worked with their teams to develop and optimise a highly critical service delivery team during country transitions, which resulted in overall system stability.
- Outcome 1: 60% reduction in the original budget through various optimisations
- Outcome 2: 1600+ key issues processed
- Outcome 3: 4+ net new self-service Power BI dashboards created
The challenge
In the global energy sector, digital transformation is rapidly reshaping business operations with companies focused on streamlining operations, improving data insights and enhancing overall efficiency. Central to this transformation are Enterprise Resource Planning (ERP) systems, which integrate various business functions into a single platform. Our client, a global energy company, recognised the need to establish a global ERP transformation across 140 countries.
They were faced with the challenge of ensuring the stability and reliability of the ERP system post-deployment in each of the countries. They sought to develop and utilise a “service delivery” function to make sure each country’s needs were addressed while maintaining overall consistency in service deliv
The approach
Our approach involved a structured, iterative process that evolved through each phase of the transformation. Initially, we focused on defining and refining the governance framework, including scope definition, organisational structure design and the development of an interaction model. This framework was continuously iterated and adjusted to ensure alignment throughout the phases of transformation. Other key approaches were:
- Enhanced data capabilities: We empowered day-to-day operations by developing self-service Power BI dashboards with built-in automations.
- Budget optimisation: Our team monitored and adjusted our budget to reflect emerging challenges and cost pressures, ensuring efficient allocation of resources throughout.
- Global team coordination: We managed a global team of contractors, overseeing their efforts to address issues, to guarantee that the ERP system transition was smooth.
- Crisis management: For countries facing critical challenges, we established and led dedicated taskforces to address and resolve critical issue lists, ensuring a rapid response to potential disruptions.
- Post-transformation operating model: We developed a new team structure and operating model for service delivery, preparing our client’s organisation to transition to a “Business as Usual” (BAU) state once the transformation was complete.
The value delivered
The function enabled smooth running of a highly critical service delivery team during the country transitions, which promoted overall system stability. We successfully processed 1600+ key issues, with a 45% increase compared to previous phases and had a 60%, or $6M, reduction in the original budget through various optimisations. Additionally, the creation and implementation of 4+ net new self-service Power BI dashboards enabled accurate reporting and historical trend analysis of issues, allowing program leadership to make more informed decisions. We directly managed more than 40 contractors, ensuring value for money from the budget assigned. Overall, the establishment of an ERP centre of excellence operation model positioned the service delivery function for long-term success, driving system stability and supporting future growth in our client’s digital transformation journey.