A US-based multi-national corporation had acquired a new subsidiary in Germany. It was necessary to integrate the subsidiary's supply chain and IT systems with the parent company. Time was short - the subsidiary's IT systems were provided by the old parent, under an agreement with a fixed end-point.
Stephen Scott acted as team leader and applications consultant for the Order-to-Cash processes, including outbound supply chain. On the surface, this was a fairly standard rollout of existing processes and systems, within a well-understood project process. The climate was good - team members from the subsidiary took a very positive attitude, and showed considerable energy.
However, we had to resolve some key differences:
- On culture: for reasons which were historically unrelated to national culture, the subsidiary expected to be told what to do. Everyone else was committed to a very participative approach.
- On standardisation: Despite the commitment to a participative approach, the parent's IT people expected that an existing BPCS V6 implementation could be ported with minimal customisation. However, there were major and inescapable differences in business processes, which led to conflicts with established IT policy.
This project was partly about doing a professional job on an IT / process rollout. It was also about educating people in how to work on a participative project, coaching, facilitating, and mediating.
Technically, it involved the use of the BPCS Warehouse Management (WHM) module, and some complex EDI work.