Global Food Manufacturer's ERP Transformation

Azure Managed Services

Engineer in white coat working at manufacturing factory

A large food manufacturer operates as a global subsidiary involved in various sectors, including life sciences, industrial biotech, fermentation, pharmaceutical research, and food derivatives. With significant revenue generation and a portfolio of well-known brands, this organisation comprises multiple companies across 16 locations worldwide. The manufacturer aimed to implement a global ERP system as part of its digital transformation strategy, leveraging Microsoft Dynamics to complement existing technology initiatives.

 

Challenge: ERP Template and Standardisation

Recognising the advantages of standardisation and harmonisation in business operations, the manufacturer approached Mint Group with the following questions:  

  • How can Microsoft Dynamics support our Business Transformation initiative?
  • Given our diverse operations, is ERP standardisation feasible, and to what extent?
  • What is the associated return on investment with a new ERP system, specifically Dynamics and what is the potential for a business such as ours? 
  • What is the core 80% business process across Finance and Operations that we can leverage to ensure we have consistency in job roles, a lean supply chain process and a Global mindset? 
  • What is our Minimum Viable Product (MVP) and what gains in digitalisations can we still achieve by implementing a base solution? 

 

The autonomous nature of each subsidiary, combined with cultural differences and varying levels of ERP readiness, highlighted the need for robust change management prior to designing and implementing a unified ERP system across multiple countries.

 

The main drivers for this transformation included:

  • Excessive cost in licencing as a result of disparate ERP systems and technology across the group.
  • No automated and consolidated reporting meaning there was a significant overhead in ensuring data was structure and presented back to HQ each month.
  • Capability to leverage data and analytics to strengthen competitive edge.
  • Defining a common support model across the business. 
  • No defined roles and responsibilities makes business growth difficult – no clear line of authority to approve decisions as business grows. Coupled with disparate workflows and role description.

 

Solution: Proactive Discover™ Business Process Re-engineering and Optimisation

Mint Group approached this challenge with their Proactive Discover ™ methodology. Proactive Discover leverages the Microsoft Catalyst approach of Design Thinking and Envisioning whilst also leveraging Mint Groups expertise in the manufacturing industry to ensure that any technology implementation is underpinned by a best practice to-be business process and standard Microsoft Dynamics. Proactive Discover particularly lends itself to companies which operate under multiple legal entities with disparate operations and technology as it assesses the root of the implementation – what is the objective I am trying to achieve?

Through a series of workshops, Mint Group engaged with the senior stakeholders of each of the businesses in scope first to determine the art of the possible, second to understand and empathise with each of the businesses external and internal challenges and thirdly to complete a Solution Assessment whereby our team of specialist consultants presented back the ‘new way’ of standard operation across each business, with all senior stakeholders present.

Nuances in process were captured and highlighted as well as exceptions to standard product. Mint Group also demonstrated some of the technology suggested to close any gaps to standard product, that could not be fulfilled by a process change. This technology included utilising F&SCM and Power Platform as well as suggestions around One Lake and data strategy and strategic ISVs.

 

Supervisors supervising the process of beverage at the manufacturing .

 

Outcome: Rapid Delivery of Core Capabilities

Over an intensive eight-week engagement, Mint Group transitioned the organisation from low engagement and autonomy to a state where senior sponsors felt confident in pursuing ERP standardisation. This shift marked a readiness for harmonisation across functions.

The Proactive Discover™ process equipped the manufacturer with both qualitative and quantitative insights to present to the board, facilitating senior-level buy-in and detailed budgetary analysis.

As a result, the organisation was well-positioned to create and issue an RFP document to prospective partners. The outputs of this deployment served as a baseline for evaluating partner responses and commercial proposals.

Ongoing collaboration with Mint Group continues to focus on minimising risks related to the implementation, emphasising pre-project readiness and proactive discussions about the organisational framework for post-implementation operations.