Briggs Equipment – Briggs Equipment teamed with Ultra Consulting on an ERP selection process and gained several key benefits. The company got a clear handle on what was available with modern ERP in terms of the best fit for their industry. The selection team better understood current processes, including where the opportunities were to improve with new technology. In all, Briggs was guided to make a smart investment in technology with a clear handle on expected costs.
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Copperweld – LTV-Copperweld was constantly forced into a position of borrowing convertible raw materials from various production runs to meet spikes in demand in another production line. Copperweld’s Materials Resource Planning (MRP) system did not support visualization of the stock outs or inventory fluctuations that resulted from these practices. Consequently, Copperweld suffered from inaccurate raw material inventory levels and periodic shortages of vital materials in several production runs.
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Dober Group – A family owned chemical manufacturer needed to replace its old information, inadequate system and solve some important business problems. The company was growing and management needed understand customer profitability. A number of years ago the company implemented a tier III accounting and manufacturing system. This existing system had become inadequate. It was heavily modified, and the consulting firm that had made the modifications was out of business. There was no viable path to improve the existing system.
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Eclipse Story – In previous years, the company was managing several independent legacy systems in 8 different global facilities across 3 continents. In addition business users were creating their own process improvement projects and custom built tools to address deficiencies. There were dozens of independent process initiatives with limited visibility and duplication.
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Full Compass Systems – Management began to see that their existing system was beginning to impact the company’s double-digit growth. It became difficult for IT to keep up with changing business environment and business process change. The company was becoming a true multi channel marketing company and the business users needed an information system that addressed the needs of this rapid changing industry.
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Pactiv Corporation – Pactiv Corporation, a Fortune 100 supplier of packing materials to the industrial and consumer markets was faced with a sales data-reporting problem after the merger of other packaging units from Mobil, Amoco and Tennaco Packaging. Each of the companies issued their own sales reports containing unique customer names, product names and other data specific to each of the companies.
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Radio Flyer – American toy manufacturer Radio Flyer teamed with Ultra Consultants on ERP Selection, Business Process Improvement, and Implementation Management. This informative case study shows how Radio Flyer was able to gain a clear sense of which ERP features and functions would produce business process improvement. The result was effective ERP system identification, demonstrations and negotiations for a shorter, more focused selection process. Download the Radio Flyer Case Study ->>
Spirent Communications – Spirent Communications had acquired 5 companies in 5 different locations: California, Hawaii, Canada, New Jersey, and London. Adtech, the Hawaiian company was growing at 100% a year and was operating on a number of Tier III disparate systems. They were in desperate need of upgrading their information system.
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Nudo ERP Story – Nudo Products is a custom manufacturer of wall, ceiling, mezzanine, and decking paneling in Springfield, Illinois. They produce product to stock and to a specific customer order. Nudo currently manufacture their products at a single facility.
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Unified Brands – The new President had just joined the company. His mission was to grow the business through organic growth and acquisition. Early on in his review of the company, he recognized the weaknesses in the existing information system. The system was an older legacy system called PRMS that had been acquired in the late 80’s. It was based on technology that was outdated. The result was inefficient business processes, and limited access to information. He knew he could not achieve the growth objectives with the current system.
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