A small, family-owned business that has grown into a $570 million company specializing in manufacturing cosmetics, beauty supply, and personal care products.
A small, family-owned business that has grown into a $570 million company specializing in manufacturing cosmetics, beauty supply, and personal care products.
Originally a small, family-owned business, the company’s initial store focused on high-quality soaps sourced globally. It has grown into a $570 million company specializing in manufacturing cosmetics, beauty supply, and personal care products. These include a broad range of fragrances, bath and shower gels, soaps, spa items, body lotions, hand creams, and home scents.
The company struggled to keep up with their competition due to their outdated, legacy ERP software. The company realized that, to stay ahead, it needed help from an independent ERP consulting firm. Upgrading the software became essential to streamline operations, improve productivity, and maintain a competitive edge in the market. This project aimed to solve problems by selecting and implementing a new ERP software system. The goal was to help the company achieve its objectives and adapt to market changes.
It was decided that all technology improvements should match the business processes to achieve the organization's strategic goals. To that end, the project was defined as a Business Process Optimization project.
An ERP assessment was conducted to determine how various software programs could assist the company in all areas of their business requirements. The evaluation examined how each software solution could enhance the company's operations. It looked at how each option could improve the company's practices.
The selected software solution would need to deliver the following three key business objectives:
The Business Process Review and ERP Software selection was completed in nine (9) months. The ERP implementation took twenty-four (24) months to complete.
RubinBrown managed the entire project, including the ERP software evaluation, selection, contract negotiation, and implementation. As a result, the client chose to implement their new ERP at multiple locations, including their headquarters, one manufacturing facility in the United States, another in the United Kingdom, and at their retail stores.
The seamless integration was completed on time and within budget. It successfully achieved the desired improvements in business processes, enhancing efficiency across all facilities.
The company’s investment in new technologies provided much-needed tools and functionality for both internal and external stakeholders. Adding policies and processes to automated workflows improved data management, productivity, efficiency, but kept important human skills.
Specifically, the following were requirements delivered by the new application(s):
Minimizing manual processing and reducing the number of standalone systems led to improved processing cycle times. This change also increased the accuracy, real time insights, and use of decision-making information.
As the new system stabilized, staff began to leverage its various tools and efficiencies. This resulted in improved customer service levels, enhancing overall company performance.
"Hiring RubinBrown to help us with this ERP decision was the best decision we could have made for our company. We needed their expertise and their advice. Without it, we could have made some very bad, very expensive decisions. Thanks to the RubinBrown team's gentle guidance, thoroughness, and support, we knew we were making the best choices for our company by not buying a new ERP system at this time."
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