17-location ERP implementation and Azure cloud migration across US, Mexico, and Canada. 26-month transformation delivering continuous value under "not to exceed" engagement model.
Multi-site engineered packaging solutions manufacturer requiring enterprise-wide ERP transformation following private equity acquisition and consolidation of multiple facilities. Existing systems fragmented across 17 locations with inconsistent processes, data standards, and reporting capabilities.
Implemented executive reporting methodology recognizing that leadership has short institutional memory during long transformations. Weekly value delivery summaries became major reset points, ensuring sustained support and budget alignment throughout the 26-month engagement.
This approach proved critical in maintaining stakeholder confidence and preventing scope creep as the program approached "not to exceed" thresholds.
Strategic Value: This engagement demonstrated the viability of large-scale, multi-site ERP transformations under disciplined fixed-price models—proving that executive-focused value reporting and schedule compression techniques can deliver enterprise outcomes without cost overruns.
[Timeline Graphic - Overall Program Timeline Image Will Be Embedded Here]
Visual showing Wave 1 (Planning/MDM), Wave 2 (Implementation), and Wave 3 (Azure Migration) across 26 months
March 2022: Selected as vendor partner (SPG/Altamont) for comprehensive ERP transformation. Engagement structured as "not to exceed" fixed-price model, requiring precision in scope definition and schedule management from inception.
Conducted current-state workflow analysis across multiple business units:
Critical Discovery: Product structures, material codes, and pricing data were fundamentally inconsistent across acquired facilities. This represented existential risk to ERP consolidation.
Response:
First Go-Live: September 26, 2022 - SPS Newark implementation using Imaginera 3.1SR2 (on-premise) with cleaned data and standardized processes.
Strategic Decision: Newark served as proof-of-concept for deployment methodology before scaling to larger US, Mexico, and Canada facilities.
Schedule Compression Decision: May 2022 determination to compress original schedule by 9 months using "Lift and Shift" approach rather than phased migration.
Risk Acceptance: Accelerated timeline required simultaneous upgrade (Imaginera 3.2SR3), Azure migration, and multi-site deployment. Risk register maintained throughout (Newark-specific risks tracked).
January 30, 2023: USA Azure Cloud implementation. Go/No-Go decision made January 20, 2023 following comprehensive UAT and third-party application integration testing.
February 27, 2023: Canada Amtech Cloud SCRUM and deployment. Concurrent with USA stabilization and Mexico preparation.
March 23, 2023: Mexico UAT Amtech 3.2SR3 Cloud go-live. Most complex deployment due to cross-border regulatory requirements and manufacturing intensity.
Post-Go-Live Hypercare: Maintained through March 24, 2023 post-go-live review ensuring operational stability before proceeding to remaining sites.
June 7, 2023: Microsoft Business Central (MSBC) selected as financial bolt-on solution
August 3, 2023: MSBC implementation confirmed and integrated
August 25, 2023: Pricing functionality migrated into Amtech, enabling enterprise-wide pricing governance
September 1, 2023: Material Margin tracking operational at unit level across all sites
September 4, 2023: Pacific Pulp Molding go-live (17th and final location)
December 22, 2023: Guadalajara facility de-construction completed (consolidation into primary Mexico operations)
March 2024: Program closeout, knowledge transfer to internal team, final documentation delivered
Throughout the 26-month engagement, weekly executive reporting focused on:
This methodology prevented the common transformation failure mode where executive support erodes during long implementations. By resetting institutional memory weekly, program maintained budget authority and stakeholder confidence through inevitable challenges.
Selected artifacts demonstrating program complexity, execution methodology, and outcomes. Full documentation available in Evidence Room for authorized stakeholders.
26-month program overview showing Wave 1 (Planning/MDM), Wave 2 (Multi-site deployment), and key milestones across US/Mexico/Canada.
December 2023 metrics showing system performance, user adoption, and operational KPIs post-deployment across all 17 locations.
January 20, 2023 decision framework showing UAT results, third-party app integration status, and risk assessment leading to go-live approval.
March 2023 deployment documentation showing pre-go-live UAT, cutover execution, and post-go-live hypercare results for Mexico operations.
February 2023 agile sprint documentation showing Canada-specific requirements, localization testing, and deployment preparation.
Enterprise network topology showing 17-location connectivity, Azure cloud integration, and security infrastructure supporting ERP operations.
Site-specific risk tracking showing identification, mitigation strategies, and resolution status for Wave 1 deployment challenges.
August 2023 executive summary showing program status, budget tracking, milestone achievements, and upcoming phase planning.
October 2023 leadership sync showing continuous value delivery methodology, cross-functional coordination, and issue resolution.
April 2023 work-in-progress metrics showing system performance, data quality, and operational efficiency improvements across manufacturing sites.
Legacy report rationalization showing systematic review of existing reporting requirements and consolidation strategy.
Executive value delivery framework demonstrating continuous progress communication methodology that sustained program support through 26 months.
Full PowerPoint decks, detailed timelines, metrics dashboards, and network diagrams available to authorized stakeholders in the Evidence Room.
Request Evidence Room AccessThis engagement proved that large-scale, multi-site ERP transformations can be delivered under disciplined fixed-price models without sacrificing quality or scope. The "What Have You Done For Me Lately" methodology became a transferable framework for maintaining executive support during long implementations.
The combination of schedule compression (9 months), scope complexity (17 sites, 3 countries), and budget discipline (not to exceed threshold) demonstrates the viability of option-based leadership and continuous value delivery as transformation methodologies.