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 The system used an outdated database and was eventually ported to a Linux operation system.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.
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 selection project.