Anyone in manufacturing knows: an ERP transition is no walk in the park. Especially when multiple locations, countries, and systems are involved, what starts as a simple upgrade quickly becomes a complex project with real-world implications\u2014on daily operations and the supply chain.<\/p>\n\n\n\n
Right now, one international industrial company is deep in such a transition. While sites in Germany and another European country are still running on Sage, their locations in Switzerland and Slovenia switched to SAP just two weeks ago. Full system alignment across all business units is targeted for completion by December 2025. Until then? Operations have to keep running. And that\u2019s exactly where the cracks are starting to show.<\/p>\n\n\n\n
Transparency? In Short Supply.<\/strong><\/h3>\n\n\n\nThe biggest challenge at the moment: a lack of visibility across the supply chain. It may sound like a buzzword, but in practice, it\u2019s a serious bottleneck. There\u2019s no consistent tracking between the port and the warehouse. ETA data is unreliable\u2014sometimes overly optimistic, sometimes way off the mark.<\/p>\n\n\n\n
Document management is also reaching its limits. Information is scattered across silos with little to no standardization. If someone wants to know where a shipment is or whether customs documents are complete, they usually have to make a string of phone calls across multiple teams.<\/p>\n\n\n\n
Inbound Logistics Running Blind<\/strong><\/h3>\n\n\n\nA 10-person inbound team is managing day-to-day operations under increasingly difficult conditions. The link between inbound and outbound processes is poorly defined, and communication is sluggish at best. One particularly critical area: warehouse capacity planning. Without reliable data, it\u2019s impossible to predict available space, leading to either bottlenecks or underutilized areas.<\/p>\n\n\n\n
DHL is on board as the main logistics provider, but even here, fully digital interfaces are missing\u2014making clean data handoff to the ERP system difficult.<\/p>\n\n\n\n
Big Brands, Big Leverage<\/strong><\/h3>\n\n\n\nOne striking detail: around 90% of shipping volume is tied to major brand names. This creates risks\u2014but also opportunities. Small process improvements here can have a huge impact. The remaining 10% is spread across 75 smaller brands\u2014a patchwork with likely very different requirements.<\/p>\n\n\n\n
What Needs to Happen Now<\/strong><\/h3>\n\n\n\nThe project lead is now kicking off an internal process analysis. Together with two members of the procurement team, they\u2019re evaluating whether current tools still match the company\u2019s needs. What\u2019s clear: system gaps need to be closed fast\u2014before they become costly.<\/p>\n\n\n\n
Fazit: No ERP Without a Plan B<\/strong><\/strong><\/h3>\n\n\n\nAn ERP system is the backbone of any modern industrial operation\u2014but only if it works for everyone involved. Transition phases like this reveal, sometimes painfully, where processes don\u2019t yet align. Supply chain transparency, coordinated teams, and clean data aren\u2019t nice-to-haves. They\u2019re foundational.<\/p>\n\n\n\n
And maybe now is exactly the right time\u2014not just to digitize existing processes\u2014but to redesign them the right way from the start.<\/p>\n\n\n\n
Our Mission: Identify Weak Spots. Deliver Solutions.<\/strong><\/p>\n\n\n\nAt Setlog, our goal is always to clearly identify process weaknesses\u2014and ideally offer first solution ideas on the spot. Reference customers who can share real-world experiences from an industry perspective are especially helpful. We maintain close, personal relationships with our clients, many of whom are happy to openly share how they work with OSCA and the value it brings.<\/p>\n\n\n\n
We\u2019re excited to see how our partnership with this company evolves. One thing is clear: the ERP transition is in full swing\u2014and the growing pains are already affecting the entire supply chain.<\/p>\n\n\n
A 10-person inbound team is managing day-to-day operations under increasingly difficult conditions. The link between inbound and outbound processes is poorly defined, and communication is sluggish at best. One particularly critical area: warehouse capacity planning. Without reliable data, it\u2019s impossible to predict available space, leading to either bottlenecks or underutilized areas.<\/p>\n\n\n\n
DHL is on board as the main logistics provider, but even here, fully digital interfaces are missing\u2014making clean data handoff to the ERP system difficult.<\/p>\n\n\n\n
Big Brands, Big Leverage<\/strong><\/h3>\n\n\n\nOne striking detail: around 90% of shipping volume is tied to major brand names. This creates risks\u2014but also opportunities. Small process improvements here can have a huge impact. The remaining 10% is spread across 75 smaller brands\u2014a patchwork with likely very different requirements.<\/p>\n\n\n\n
What Needs to Happen Now<\/strong><\/h3>\n\n\n\nThe project lead is now kicking off an internal process analysis. Together with two members of the procurement team, they\u2019re evaluating whether current tools still match the company\u2019s needs. What\u2019s clear: system gaps need to be closed fast\u2014before they become costly.<\/p>\n\n\n\n
Fazit: No ERP Without a Plan B<\/strong><\/strong><\/h3>\n\n\n\nAn ERP system is the backbone of any modern industrial operation\u2014but only if it works for everyone involved. Transition phases like this reveal, sometimes painfully, where processes don\u2019t yet align. Supply chain transparency, coordinated teams, and clean data aren\u2019t nice-to-haves. They\u2019re foundational.<\/p>\n\n\n\n
And maybe now is exactly the right time\u2014not just to digitize existing processes\u2014but to redesign them the right way from the start.<\/p>\n\n\n\n
Our Mission: Identify Weak Spots. Deliver Solutions.<\/strong><\/p>\n\n\n\nAt Setlog, our goal is always to clearly identify process weaknesses\u2014and ideally offer first solution ideas on the spot. Reference customers who can share real-world experiences from an industry perspective are especially helpful. We maintain close, personal relationships with our clients, many of whom are happy to openly share how they work with OSCA and the value it brings.<\/p>\n\n\n\n
We\u2019re excited to see how our partnership with this company evolves. One thing is clear: the ERP transition is in full swing\u2014and the growing pains are already affecting the entire supply chain.<\/p>\n\n\n
The project lead is now kicking off an internal process analysis. Together with two members of the procurement team, they\u2019re evaluating whether current tools still match the company\u2019s needs. What\u2019s clear: system gaps need to be closed fast\u2014before they become costly.<\/p>\n\n\n\n
Fazit: No ERP Without a Plan B<\/strong><\/strong><\/h3>\n\n\n\nAn ERP system is the backbone of any modern industrial operation\u2014but only if it works for everyone involved. Transition phases like this reveal, sometimes painfully, where processes don\u2019t yet align. Supply chain transparency, coordinated teams, and clean data aren\u2019t nice-to-haves. They\u2019re foundational.<\/p>\n\n\n\n
And maybe now is exactly the right time\u2014not just to digitize existing processes\u2014but to redesign them the right way from the start.<\/p>\n\n\n\n
Our Mission: Identify Weak Spots. Deliver Solutions.<\/strong><\/p>\n\n\n\nAt Setlog, our goal is always to clearly identify process weaknesses\u2014and ideally offer first solution ideas on the spot. Reference customers who can share real-world experiences from an industry perspective are especially helpful. We maintain close, personal relationships with our clients, many of whom are happy to openly share how they work with OSCA and the value it brings.<\/p>\n\n\n\n
We\u2019re excited to see how our partnership with this company evolves. One thing is clear: the ERP transition is in full swing\u2014and the growing pains are already affecting the entire supply chain.<\/p>\n\n\n
At Setlog, our goal is always to clearly identify process weaknesses\u2014and ideally offer first solution ideas on the spot. Reference customers who can share real-world experiences from an industry perspective are especially helpful. We maintain close, personal relationships with our clients, many of whom are happy to openly share how they work with OSCA and the value it brings.<\/p>\n\n\n\n
We\u2019re excited to see how our partnership with this company evolves. One thing is clear: the ERP transition is in full swing\u2014and the growing pains are already affecting the entire supply chain.<\/p>\n\n\n
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