In November 2014, Ultra began an engagement with a mid-sized electronics manufacturer. Ultra initiated the engagement with BPI and ERP Selection projects. However, my personal engagement with the company did not begin until after the selection of their ERP system. After several discovery sessions, the company decided to go with a NetSuite ERP Implementation, which was a great fit due to the company’s strong focus on customer relations and lack of an IT department.
The NetSuite ERP Implementation Experience
This NetSuite ERP implementation project marked my first experience working with NetSuite. NetSuite’s approach to implementation is very different from that of traditional software vendors. Similar to Ultra, they are a very virtual company. Most of the configuration and testing of the system was enacted via WebEx.
Implementation and the Core Team
The size of our core team was rather small for this engagement, which allowed for a lot of flexibility in the project. One of our main goals was to make sure the team was never overloaded. This meant devoting no more than a couple of hours a day to the project. Because NetSuite offered such flexibility, Ultra played a key role in making sure the project and the team stayed on task. We also played a huge role in End-User Training and Data Migration. These are both tasks that needed to be completed prior to our Go-Live date of March 1st.
But once we reach the Go-Live date, does that mean Ultra’s engagement with the client is complete? Absolutely not. This is where the real fun part begins: Optimization.
Optimization After Go-Live
Since the Go-Live on March 1st, we have remained actively involved with the client. We have helped make sure the reports we configured during implementation are working properly. We have also confirmed that every department has a clear and impactful view of their KPIs, which we established during Future State. In conjunction with the company’s leadership, we have been helping drive change management to ensure the managers are using this data to drive key business decisions.
Our next major step is to get the manufacturing location in China live and integrated with the NetSuite ERP Implementation. This not only requires system activity, but also process activity. The China team will be given much more ownership over their purchasing and manufacturing processes. Ultra is teaching them to use the data they now have available to them to plan and schedule their own production. These are tasks that were originally executed by the operations team in the US prior to the NetSuite ERP Implementation. By transferring these responsibilities to the China team, the US operations team can focus more on transitioning their location to be more of a service-oriented facility instead of manufacturing.
After the China Go-Live on May 1st, Ultra will lead the design and development of these new service-based processes that are in line with the company’s strategic vision laid out in the Transformation Roadmap. At Ultra, we don’t measure our success by the result of the Go-Live, but rather on how much value and optimization your company will experience far into the future.
To learn more about how Ultra can guide your project, contact us today.