Our Client, a category-leading consumer packaged goods company with a strong brand, was beginning to experience sales erosion and retailer attrition. A new executive team surmised this was partially due to ineffective retailer collaboration, exemplified by their inability to present retail partners with a fact-based selling case grounded by<span. . .
The operator of one of the largest airport systems in the nation was undergoing leadership change, and key business stakeholders wanted to consider if the organization was realizing the full possible value from technology that would be required to meet its strategic objectives. The airport organization asked Trexin to conduct<span. . .
Tagged in: Aligned Enterprise, Growth & Acceleration, Media/Entertainment & Hospitality, Other Industries, Products & Distribution
A large global company needed to plan the rollout of a new ERP system to hundreds of manufacturing sites throughout the world. It was faced with many unknowns and risks, based on the large variations of size, product lines, systems, and staff across all the sites. This made it difficult<span. . .
One of the most common fallacies with ERP implementations is that organizations are prepared for the undertaking. Organizations need to not only recognize and understand the success drivers, but also to take action on related preparatory recommendations that support them
An ERP strategy defines the rules, components and road map that will govern an ERP deployment and utilization. The selection and implementation of a pre-packaged ERP system should be the end result of a well thought-out development and execution of this ERP strategy. The ERP strategy needs to be
The client initiated an ambitious transformation program centered on an enterprise implementation of Oracle ERP across six independent business lines. After a year of work and $15M, the system was still not in production for a single business line and the CFO asked Trexin to get the project back on