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Our client, who was operating with three separate ERP systems uniting a centralized AP team with procurement at 130 branches, faced significant inefficiencies in their AP processes, including extensive exception handling and use of email and phone calls to resolve exceptions. To address these challenges, the parent company proposed implementing a popular workflow solution that had been successful in another business context. However, the solution was not aligned with the client’s unique operational structure, creating the potential for risks to downstream supply chain relationships. The client needed a clear, objective, and data-driven approach to evaluate alternatives to what had worked for their parent company and optimize their AP workflow.
We acted as both technical advisors and interim leadership to stabilize the AP environment and guide strategic decision-making. Key initiatives included:
We also uncovered a valuable contractual clause allowing complimentary annual evaluations from ERP vendors, which had been underutilized by the client.
The client achieved significant operational improvements through ERP optimizations, reducing manual intervention points and enhancing system functionality. With our technical guidance and objective advice, the client also avoided a costly new software implementation, avoiding a substantial capital commitment while achieving comparable efficiency gains. The cost-benefit approach positioned the client to integrate seamlessly with their parent company while maintaining operational autonomy. The successful outcome of this engagement underscores the value of a methodical, holistic and data-driven approach to technology decisions