Midwest spring manufacturer accelerates into ERP vendor negotiations and implementation planning with Baker Tilly's software evaluation project approach
Case Study

Midwest spring manufacturer accelerates into ERP vendor negotiations and implementation planning with Baker Tilly's software evaluation project approach

Midwest spring manufacturer accelerates into ERP vendor negotiations and implementation planning with Baker Tilly's software evaluation project approach
Case Study

Midwest spring manufacturer accelerates into ERP vendor negotiations and implementation planning with Baker Tilly's software evaluation project approach

Client background:

A world leader in the manufacture of highly engineered springs, specialty fasteners, machined parts and other precision components for OEMs and after market customers in aerospace, medical, electronics, energy, agriculture/construction, and consumer products/power tools industries. The company has 1,000+ employees in 22 locations, $350M+ in revenues, and serves 23,000 customers in 35 countries.

The business challenge:

  • Business acquisitions that were driving additional software needs
  • Aging ERP applications and infrastructure at new acquisition sites that were not scalable to the company’s business growth goals
  • Lack of process efficiency and standardization across the company’s locations
  • Inability to scale for future acquisitions

The Baker Tilly approach:

  • Identified the key business drivers and strategic objectives that provided overall direction for the software evaluation process
  • Defined a core set of critical and unique business requirements common across three separate locations to evaluate software functional and technical fit
  • Recommended a short list of vendors quickly and accelerated the evaluation process through our up-to-the minute knowledge of software vendors, their capabilities and focus industries
  • Conducted detailed scripted and day-in-the-life demonstrations with software vendors to confirm level of functional/technical fit and identify solution gaps

The business impact:

  • Determined early in evaluation process that the incumbent ERP vendor provided the best fit for the business
  • Adapted the project approach, and reduced the project timeline and budget, by accelerating into vendor negotiations and implementation planning
  • Developed a detailed Total Cost of Ownership model, including hardware, software and preliminary implementation costs over a 5-year time horizon

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