How BrightWolves helped a global spare parts distributor with their ERP go-live

Launching a global ERP is never straightforward. It's full of logistical challenges, operational impacts, and different regional requirements. My recent experience as Product Owner for an ERP go-live at a global spare parts distributor was a perfect example of how practical, flexible planning can make a big difference. 

Dreaming big but quickly facing reality 

Together with our client, we started with a bold vision: a big-bang rollout across multiple countries and business areas at once. On paper, it promised unified operations, instant visibility, and a huge added value to the business while keeping the cost to a minimum. But once we got deeper into the specifics, and realized the complexity of all the processes in place, far from business standard, all squads had to shift drastically and rescope to avoid a big failure. Detailed warehouse processes, complex transportation logistics, local compliance rules and a unique business model made the initial approach too risky. Rather than pushing forward and risking disruptions to business and revenue, we had to shift 180°. 

First, scale down geographically 

Instead of trying to go big and roll-out all entities at the same time, the program team selected a business unit with the minimal number of complex processes and lower risk to kick off the ERP and satellite software. This unit had a simple business model, while still being a good target. It was also chosen to minimise any operational risk. This was not a business unit with a huge stock of spare parts, but one with people resilient to change. Our client wanted to prove that they were capable of delivering and providing value to the stakeholders. This is the tipping point for any global delivery. 

Over-preparation is better 

Admittedly, we might have overprepared, especially in my team, but intentionally so. After go-live, we faced a minimal amount of issues, except for last-minute change requests. Knowing the importance of this first go-live, we went above and beyond typical preparations, and the product was strong and became more stable every day. The PMO organized two business simulations, that allowed us to train the warehouse staff on the new processes and solution. We tested everything rigorously in real-life conditions. Around 60 dedicated people spent several weekends making sure that we could identify and resolve all operational issues before the big day. As a Product Owner, it was a bit stressful, but overall I’m happy with the work achieved by my team. 

Second, scale down and rescope your capabilities 

As already mentioned, we had to scale down our ambitions to deliver the entire suite. Program readjusted, corrected roadmap and focus on fewer components: Product Data Hub, Transport Management System, and Warehouse Management System. Features such as financial integrations, order management, and extra functionalities were deliberately delayed to a later phase so we could approach it with equal adequate preparation. This phased approach significantly reduced risk and allowed us to take it step by step and control our project. 

Finally, make sure you tailor your solution to drive business operations 

As the Product Owner for the applications handling spare parts master data and technical integrations, my priority, helped by a strong delivery team, was ensuring accurate, comprehensive data for Oracle TMS and WMS. Since reliable product data drives logistics and warehouse operations, generic solutions weren't enough. We developed customized software tailored specifically to business needs. It took a while, years to develop even, but the result matched exactly what the business required, making integrations reliable and stable. Handling hundreds of thousands of events per day requires strong foundations. 

What are our lessons learned? 

This transformation program taught us important lessons about flexibility, thorough preparation, and phased rollouts. Adapting quickly to realities on the ground and meticulous planning made all the difference. These practical insights will guide our approach to future deployments, helping us manage complexity better and ensuring smoother global implementations moving forward. 

Want BrightWolves to help you through your digital transformation? 

Don’t hesitate to contact Sven Van Hoorebeeck. Let’s have a chat and discuss your challenges, we will definitely be able to help you!