Chicago Tube & Iron was at a technology dead-end: Its 30-year-old, green-screen Unix-based operations management system was heavily customized and difficult to maintain and update. While it served the company well for many years through changing business models, it was time for an upgrade

Successful, goal-achieving ERP projects, like Micro Control’s, require structure. At Ultra, this framework is provided by our methodology, which also provides a step-by-step guide for the business transformation journey. Get a close-up look at Micro Control’s ERP journey

In setting aggressive growth goals Deschutes knew it was time for a change to their ERP system. Learn how Ultra utilized business process improvement, new efficiencies and modern software to give Deschutes the capabilities it needed to open a new brewery.

Evans Food Group, Ltd. was experiencing growth and had tried to solve the company’s growth challenges through ERP before. By the time they engaged with Ultra Consultants for the ERP selection process, they were considerably overdue for solution upgrades to meet customer demand and business growth.

Pacific Plumbing Supply Company, Seattle, Wash., is a 71-year-old, family-owned and -operated company with 200 employees and 15 branch locations. Like many mid-sized distributors, Pacific Plumbing Supply Co. chafed against the limitations of its legacy management platform and scraped by with manual workaround processes.

The company faced several challenges for improved business processes and ERP solution selection and implementation: A variety of business processes needed more formal definition including supply chain, accounts payable, purchase requisitions and POs, order-to-cash, serialization and more.

The company had attempted to implement a new ERP solution, but the effort was stalled. In later years, the company continued to discuss ways to get back on track with its goal of implementing a better enterprise technology system but was unsuccessful.

Ipsen had been running a legacy version of Infor’s Syteline product for past decades. This placed the system on an older technology platform, lacking a modern user interface and capabilities that are inherent in more current systems.

Radio Flyer looked to standardize global operations on a single, modern ERP platform to support business expansion and optimize strategic processes. Specifically, the legacy AS-400 based ERP system limited the company in several key areas.

Because the company manufactures specialty products rather than commodities, it was looking for an ERP system built around the efficient processing and costing of a specialty product. ICC operated on an Enterprise Resource Planning (ERP) system that was 15 to 20 years in age; at the time the company operated out…

In previous years the company was handicapped by an old legacy system that did not meet the needs of a growing diversified manufacturing company. The legacy system did not provide multi-site support, WIP control, easy user access to information, and flexible production scheduling capabilities.

Before working with Ultra’s team of independent ERP consultants, the company’s processes consisted of an awkward combination of a homegrown legacy software package, Excel for inventory control and reporting functions, and various manual processes for material planning and shop floor execution.

Spirent Communications had acquired 5 companies in 5 different locations: California, Hawaii, Canada, New Jersey, and London. Adtech, the Hawaiian company was growing at 100% a year and was operating on a number of Tier III disparate systems.

A legacy software system was in place that primarily supported the telemarketing efforts of the in-house sales organization. The system used an outdated database and was eventually ported to a Linux operation system.

At the time of engagement with Ultra, the company was hindered by several stand-alone legacy systems in 8 different global facilities across 3 continents. Business users were creating their own process improvement projects and custom-built tools to address deficiencies. There were dozens of independent process initiatives with limited visibility and duplication.

Copperweld was forced into a position of borrowing convertible raw materials from various production runs to meet spikes in demand in another production line. Copperweld’s Materials Resource Planning (MRP) system did not support visualization of the stock outs or inventory fluctuations that resulted from these practices.

To exceed increasing customer demands, the Stoughton Executive Team realized a new integrated ERP solution was necessary. The legacy “green screen” AS400 system had been highly customized over many years and was unable to integrate with modern eCommerce capabilities.

The legacy system could not scale to meet the demands of the company. The company was growing and management needed to understand customer profitability. A number of years ago the company implemented a tier III accounting and manufacturing system.

Briggs had relied on its legacy dealer business system to run its operations for the past 25 years. While the system tracked core operations, the solution offered limitations with its technology platform. The Briggs team was well aware of the internal resources, time and effort required to manage an effective ERP…

Pactiv Corporation was faced with a sales data reporting problem after the merger of other packaging units from Mobil, Amoco and Tenneco Packaging. Each of the companies issued their own sales reports containing unique customer names, product names and other data specific to each of the companies.