Introduction
In ERP consulting, lasting results come from governance, structure, and disciplined execution. When a global manufacturer of hydraulic attachments initiated its migration from Baan to Infor CloudSuite Industrial Enterprise (LN), the objective was clear: empower users, stabilize operations, and build a model for continuous improvement.
Working closely with the client’s global rollout organization, our teams ensured that each milestone — from modular training to remote functional support — contributed to operational consistency and measurable business impact.
1) Context & Challenge
The client, a global manufacturer of construction and demolition attachments with around 340 employees across the USA and Canada, was transitioning from its legacy Baan system to Infor CloudSuite Industrial Enterprise (LN).
Prior to our engagement, the North American teams faced two critical challenges:
- User readiness: Key users across finance, logistics, service, production, and sales lacked sufficient familiarity with the new system.
- Operational continuity: A structured support framework for post-go-live was missing, leaving local teams without a reliable escalation or communication path.
These gaps risked delaying adoption, increasing dependency on external resources, and creating inconsistencies across regions.
2) Our Approach & Key Deliverables
Our consulting approach focused on structure, enablement, and collaboration. Together with the global ERP rollout team, we co-designed a role-based training plan mapped to each department’s daily processes. Sessions were conducted on-site in Burlington and Buffalo, complemented by remote training for distributed teams.
Key deliverables included:
- Structured training framework with AM/PM modules for focused learning.
- Comprehensive documentation covering attendance, materials, and responsibilities.
- Hands-on exercises using live environments and real scenarios for better retention.
- Post-go-live remote support model defining communication flow, ticket priorities, and escalation rules.
This combination ensured both immediate readiness and long-term scalability of user support.
3) Risks, Challenges & Lessons Learned
Managing a global ERP rollout meant balancing different maturity levels, schedules, and expectations — a challenge requiring precise governance and proactive alignment.
We identified key risks early and mitigated them through structured preparation and transparent communication. Among the most relevant lessons learned:
- Early setup is essential: Preparing user access and demo environments ahead of time avoided delays and confusion.
- Role-specific focus drives engagement: Training that mirrors daily responsibilities increases confidence and accountability.
- Documentation and tracking matter: Recording attendance and open topics ensures no gaps during follow-up rounds.
- Post-go-live rhythm is critical: Regular check-ins help stabilize adoption and prevent escalation overload.
Together, these lessons reinforced our belief that clear governance and preparation define the success of any ERP rollout.
4) Results & Impact
The outcomes extended beyond system adoption — they reshaped how the client’s teams collaborate and solve problems across regions.
Key results achieved:
- Higher user confidence through department-specific enablement and consistent support.
- Predictable post-go-live operations via a transparent support model and defined escalation logic.
- Reduced downtime and dependency thanks to early training and real-data simulations.
- Sustainable cost management through a pay-per-use remote support framework.
Beyond measurable outcomes, the client gained a lasting internal capability: teams now understand the full ERP lifecycle, from process input to system output, driving more efficient decisions and smoother daily operations.
5) Conclusion
This project illustrates how structured enablement and disciplined execution can transform a complex ERP transition into a long-term success story.
By empowering users, defining governance, and sustaining post-go-live support, our consultants helped the client establish operational predictability and readiness for future phases — a clear demonstration of how consulting, when done with structure and partnership, creates measurable value not only in systems, but in people and processes.