A $512 million family-owned, residential and commercial cleaning services company operating across the United States with hundreds of franchises and locations.
A $512 million family-owned, residential and commercial cleaning services company operating across the United States with hundreds of franchises and locations.
A $512 million family-owned, residential and commercial cleaning services company operating across the United States with hundreds of franchises and locations.
The project was driven by the client's concern that its current Enterprise Resource Planning (ERP) software had become outdated and was no longer meeting their needs efficiently enough to remain competitive in today’s market.
The company was preparing for rapid growth that would increase revenue and lead to international expansion and recognition. Their current manual processes and disparate systems were difficult to maintain and could not meet the company's goals for the future. They knew they needed to bring in a consulting firm with knowledge of ERP to help select a multi-site, modern ERP platform and guide them to a successful ERP go-live.
Technology improvements must match business requirements to support the organization's business goals. To that point, the project was defined as a Business Process Optimization project. Fifteen optimization suggestions were identified and implemented, including replacing their two old ERP systems.
An ERP evaluation was conducted to determine how various software programs could assist the company in all areas of their business processes. The evaluation examined how each software could enhance the company's operations and improve the company's practices.
The client selected two new enterprise software solutions. These were implemented at their headquarters, one manufacturing facility in the U.S., and at all franchisee locations. Both implementations were delivered on time and on budget with the desired future state improvements.
The ERP solutions delivered the following key business objectives:
The company’s investment in new technologies provided much-needed tools and functionality for internal and external stakeholders. In addition, incorporation of policies and processes into automated workflows did more effectively provide for data management, improved productivity and efficiency, and retention of critical human skills. Specifically, the following were requirements delivered by the new applications:
"Our team spent a lot of time debating whether or not to hire an outside consultant for this project but partnering with RubinBrown was one of the best strategic decisions we could have made. The level of service and their commitment to meeting our specific needs blew us away. We know we chose the right ERP system, but that's because we chose the right consultant to help us get there."
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