A manufacturing firm engaged RubinBrown to assess its current operating procedures and develop a road map, which would promote an environment of change.
A manufacturing firm engaged RubinBrown to assess its current operating procedures and develop a road map, which would promote an environment of change.
A $200 million manufacturing firm engaged RubinBrown to assess its current operating procedures and develop a road map, which would promote an environment of change and transform the business into an efficient, structured, and disciplined organization capable of partnering with multibillion dollar original equipment manufacturer (OEM) customers in the delivery of best in class solutions in the area of emissions control.
This company developed and manufactured solutions for environmental problems mandated by the Environment Protection Agency (EPA). Their global supply chain included manufacturing of electronic components in Asia then delivering them to factories owned by fortune 500 companies around the world. Inventory was key to on-time delivery, production planning, and ensuring the lowest cost of manufacture. With such a complex supply chain, vendor management was also a strategic priority.
The ability to react to disruptions in the supply chain with the least impact on the customer base and their manufacturing plants was crucial to the client's success. Adoption of best-in-class solutions for generic processes such as purchasing, human resource management, customer relationship management (CRM), finance and accounting, etc. also allowed the company to install the discipline and structure needed to interact with global and national enterprises.
The company had its eyes set on the growth opportunities in this highly regulated environment. RubinBrown worked with the client to understand its strategic objectives and the additional technology solutions that may be needed in the future as this growth was realized.
Through a series of detailed questionnaires and interviews, the critical success factors for an enterprise resource planning (ERP) software were gathered as well as mapping of the existing processes. Process mapping identified inefficiencies across functional boundaries. It also served to educate the company's associates on where the key areas of improvement should be and develop a blueprint for the future of operations.
Using the process maps and comprehensive list of current pain points and opportunities for improvement, five ERP solutions were evaluated using interactive demonstrations of the vendors' software capabilities.
RubinBrown assisted in interpreting the capabilities required as well as the capabilities presented by the software vendors. Finally, specific proof of capabilities around two key requirements allowed the client to select an ERP solution.RubinBrown completed the selection and implementation in a three-year time frame. The business continues to grow successfully with a recent sale to a large private equity company. The customer base has enlarged due to its ability to improve its supply chain performance utilizing vendor management and the S&OP functionalities as well as the ability to allocate material to production and sales orders.
"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."
Executive Sponsor