Kronospan

Enterprise ERP Transition in Manufacturing

MANUFACTURING · ERP TRANSITION · FOUNDER'S EXPERIENCE

10 months · Approximately 1,000 employees · 50 ERP users

The Challenge

A manufacturing company needed to transition from 1C 7.7 to 1C 8.3 enterprise management software.

The engagement covered interconnected manufacturing, financial and management accounting processes, integration with the group's corporate ERP environment and data migration.

The challenge extended beyond implementing a new system to organizing its transition into productive business use.

Scale and Complexity

The implementation took place within an operating manufacturing business employing approximately 1,000 people.

Delivery required alignment across functional domains, coordination of migration activities, integration with an external system and preparation of ERP users.

Role and Accountability

The founder of PASSAGE BUREAU independently secured the client engagement, participated in the tender process, contracted the project, assembled the delivery team and led its implementation.

His responsibilities covered solution architecture, delivery organization, team coordination and completion of the agreed scope.

This was a full-accountability implementation engagement, rather than an isolated advisory or technical assignment.

Delivery Approach

employee interviews

29

of on-site assessment

120 hrs

delivery specialists across project stages

10

specialists on site during the 30 days before go-live

6

First — a detailed understanding of the business

The project began with the formation of a joint team comprising delivery specialists and the client's employees. The business appointed a responsible representative to coordinate the project.

The first month was dedicated to a detailed pre-project assessment. This involved 120 hours of work on site and 29 interviews with employees.

The information was not simply documented. Requirements and descriptions of business processes were checked for consistency, accounts from different participants were compared, and identified contradictions were resolved.

This established a balanced foundation for the architecture and planning of the ERP transition.

A team assembled around the task

Following the assessment, once the complexity, priorities and risks of individual functional areas were understood, the project leader assembled the delivery team, engaging partners and subcontractors with the required expertise.

A total of 10 specialists from the delivery side participated at different stages of the project.

On-site involvement at a critical stage

During the 30 days before production go-live, a dedicated team of six specialists worked on site.

This enabled issues to be addressed promptly where they arose and ensured continuous interaction with the client's employees.

The approach focused not only on the system's technical readiness, but also on supporting the people moving into day-to-day work in the new environment.

The ERP transition was treated as a shared undertaking between the delivery team and the business, rather than simply handing over finished software.

Outcome

The ERP transition was completed over a ten-month period.

Kronospan Ukraine's General Director confirmed in writing that the agreed project scope had been delivered in full and within the project budget.

What This Experience Demonstrates

The engagement demonstrates the founder's practical experience in leading a comprehensive manufacturing ERP transition — from securing the engagement and organizing the delivery team through to project completion.

ERP transitions. Led to completion.

This case describes professional experience gained by the founder of PASSAGE BUREAU before the bureau was established.