What We Faced
Challenge
A construction services provider had acquired 24 companies as part of a multi-year Merger & Acquisition growth strategy to provide quality end-to-end construction services nationwide. While this created a multi-billion-dollar organization, the client’s portfolio was lacking in centralized supply chain management, accounting processes, and reporting capabilities. Each acquired company was at a different level of operational maturity, with different processes and technology in place for accounting, supply chain, and control systems. The organization needed to streamline and centralize both processes and technology with a single enterprise resource planning (ERP) solution.
The goal was to unify operations and planning, implement financial controls, and increase purchasing power. Additionally, the acquisitions had defined milestones and compliance requirements which were crucial both for realizing the expected benefits of the acquisition as well as avoiding any post-merger fees. The organization needed an experienced partner who could provide leadership for the post Merger & Acquisition integration effort.
Implemented Technologies
Infor M3 (ERP), Azure SQL Server, Azure Data Lake
What We Did
Solution
MRE was engaged to provide experienced program leadership for the ERP system implementation. This involved establishing a structured project methodology across multiple vendors and acquired companies involved in Merger & Acquisition integration activities. MRE managed a hybrid project management methodology combining waterfall planning in SmartSheets and agile sprint planning with Azure DevOps (ADO).
MRE created an integrated implementation approach and project plan that incorporated our experience and expertise with vendor-specific project plans. The resulting plan was feasible, aligned with the client’s goals and timelines, and most importantly, it was a plan which all parties were committed to. The agile approach utilized 2-week sprints with configuration, testing, and release cycles coordinating daily activities between multiple vendors and client subject matter experts.
MRE led data migration activities; planning and executing cleansing, mapping, and migration of master data from legacy data sources The MRE team worked with a cross-functional team of stakeholders to identify master data sources for vendor, customer, and item master data, cleanse and enrich the data through an iterative process to incorporate external data enrichment sources, and apply data mastering rules to align the master data across multiple business units.
MRE staffed key roles and team gaps with experienced business analysts and testing resources to help support client subject matter experts define and implement essential ERP functionality across sales, procurement, operations, supply chain, finance, and accounting.
What We Delivered
Results
With MRE’s change management, communication, and structured testing, the client successfully went live with their new ERP solution under budget and in less than 12 months. The client is now continuing their rollout across the enterprise, leading to better-aligned accounting controls, purchasing, reporting, and analysis of future opportunities. Key change management and engagement risks continue to be mitigated through forward focused communication, early business team engagement. The goal is to proactively identify and work through process and data related issues that could impact upcoming roll outs across the company.
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