This project was all about determining a single version of the truth across a rapidly expanding company and its multiple company-owned and franchise-owned locations. With myriad moving parts and an explosive franchise operation, this project presented a unique set of issues – and led to a truly transformative e-commerce solution.
What good is a common platform investment if all of the solutions are on different versions? That’s the question this company asked, and then called Stoneridge. This company already ran a version of Dynamics NAV, they just requested an upgrade so they had better compatibility in their organization along with the rest of their Microsoft technology investment.
It’s a business tale as old as time. Two locations, two solutions, one big ball of confusion. In this situation, unreconciled ERP solutions caused inconsistent answers and tension between employees in different countries. For this company, Stoneridge implemented a seamless transition, taking the two disparate systems and merging them into one, cohesive solution for all.
If your employees aren't trained on your new solution they WILL make it up as they go. As brilliant as your team is, letting people find their own way can (and often will) lead to disastrous results. Stoneridge’s role in this project was to clean up duplicate and confusing information processes and to train the employees on the best way to use the solution.
Business can be messy, and organizational structures change. Sometimes, they change rapidly and dramatically over a short period of time. With an adaptable and flexible ERP solution like Microsoft Dynamics AX, Stoneridge helped this corporation handle multiple organizational structure fluctuations with ease.
Silos are built for housing grain. But when it comes to information, they are the last thing you want housing your data. Stoneridge removed critical path information from silos and implemented a system-wide ERP solution that brought the company up to industry-standard efficiency levels.
The heart and soul of this company is an extensive, loyal and engaged dealer network. Systems, resources, and tools for their dealers had become disorganized, leading to lost sales, partner departures, frustration, and lower returns.
A talented workforce can solve problems by finding well-meaning workaround solutions. That’s what happened with this company. Ingenious solutions attempted to bridge the gaps, but systems and processes were far from optimized. This was a complex rescue project, requiring deep, specialized expertise from the Stoneridge team. One of the goals was to leverage the most out of the standard features of the Dynamic AX solution and minimize customization.
This major medical equipment company was using multiple, disparate, inefficient systems for their business processes. The entire operation was routinely impacted by information breakdowns: Data was being lost, tracking was unpredictable at best, efficiencies were nominal, informed decisions were difficult, if not impossible, and there was no trust by users that they could access the information they needed to do their jobs well. And worse, their competition was taking the lead in their niche.
Rebuilding Enterprise Systems for Construction Conglomerate Leads to Flexibility and Full-Spectrum Visibility
There is an art to taking an extremely complex enterprise project and making it look simple. That’s exactly what Stoneridge was able to accomplish with this multi-conglomerate parent company.
BDS Laundry embraces technology in an industry that isn’t typically viewed as a tech innovator. “We’re a technology forward company,” says BDS Laundry’s Chief Financial Officer, Sandy Englund. “Dynamics NAV is so open and has been easily modified to fit our needs.”
In the competitive manufacturing and distribution industry, profit margin is directly impacted by costs. When CFO Mike Polis joined Everidge eight years ago, his first order of business was to gain control of costs. “In order to better control our costs, we had to have better visibility of our inventory,” he said.
Sophisticated, complex businesses tend to require sophisticated levels of financial and inventory tools. Since FORCE America’s last ERP implementation the company had increased in size to 18 locations including 14 distribution centers, four manufacturing sites, and one engineering, sales and support location. Their existing ERP system was nearing the end of life for support and company leadership recognized that it would not scale for growth.