Utility streamlines 250+ systems with ERP assessment

Client background

A large statewide wholesale energy and water utility provider relied on several disconnected systems to manage financial, human resources and energy-related operations. These systems developed over time as individual departments adopted tools to meet their unique needs. While this approach allowed for short-term flexibility, the long-term result was a patchwork of applications that made it difficult to transfer financial and operational data consistently across the enterprise.

Client challenge

The provider faced significant challenges in managing and coordinating information between its systems. Because the tools were not integrated, employees often had to duplicate efforts when moving data from one platform to another. This created delays, introduced the potential for errors and made it harder for leadership to trust the accuracy of consolidated reports.

Leaders recognized that these inefficiencies limited their ability to gain a complete picture of financial and operational performance. With a customer base depending on the reliability of both energy and water services, the provider needed a more efficient and transparent way to manage its operations.

The organization sought to consolidate many of its existing systems into a centralized enterprise resource planning (ERP) solution. To move forward, leadership recognized the need for an ERP assessment that would provide clarity on system use, duplication and improvement opportunities. By unifying processes into one platform, the provider aimed to reduce redundancies, improve accuracy in data transfers and gain greater visibility across departments.

Baker Tilly solution

To understand the scope of the challenge, Baker Tilly conducted in-depth interviews with all 18 departments to gain a clear understanding of the systems in use and the processes they supported. Through this discovery phase, more than 250 unique systems and applications were identified. These ranged from common tools like Microsoft Office files to specialized third-party platforms and add-on functions designed for niche departmental needs.

By cataloging this full system inventory, Baker Tilly was able to map how data moved between departments and where breakdowns occurred. Based on the analysis, recommendations were developed to identify which systems should be maintained and which could be retired once a centralized ERP solution was in place.

To further support the provider’s modernization goals, Baker Tilly also managed the procurement process for evaluating ERP software vendors. This included drafting a request for proposal (RFP) that outlined detailed technical requirements across all departments. By capturing input from every corner of the organization, the RFP ensured that potential ERP solutions could be measured against the full scope of the provider’s business processes.

Through this structured ERP assessment, the provider gained a clear road map to evaluate options and prepare for modernization.

Results

While the provider ultimately chose not to move forward with an ERP solution at that time, the project generated valuable insights. The organization gained a comprehensive view of its system environment, uncovering where duplicate applications existed and where processes could be streamlined. Even without implementing a new ERP, these findings highlighted immediate opportunities for business process improvement that reduced complexity and improved efficiency within departments.

In addition, the work provided a road map for future technology initiatives. Baker Tilly’s recommendations helped the provider explore software options that were better tailored to its energy operations, including tools for energy accounting and fuel inventory management. These solutions gave the provider a way to strengthen critical business functions while maintaining flexibility for a potential ERP transition in the future.

By clarifying its system landscape and identifying areas for improvement, the provider achieved greater alignment across departments and positioned itself for long-term modernization. The case demonstrated that even without a system replacement, a structured ERP assessment for utilities can deliver meaningful efficiencies and prepare organizations for future transformation.