Service
Enterprise business re-engineering
Automating a broken process produces a faster broken process. Before we configure anything, we map how the work really flows and decide together what should change.
At a glance
- Typical duration
- 3–6 weeks
- Engagement
- Fixed scope
- Output
- Process maps and a change plan
- Leads into
- ERP implementation
Why the process comes before the software
Almost every ERP project that disappoints people was configured to match a process nobody had examined. The approvals that exist because of one incident in 2014, the duplicate register kept because somebody once lost a file, the report assembled by hand every Friday — these get encoded into the new system and preserved for another decade.
A re-engineering engagement examines the process as it is actually performed, not as the manual describes it. We follow real transactions end to end, sit with the people doing the work, and measure where time and accuracy are lost.
The output is a set of process maps, a list of changes with the effort and benefit of each, and a recommendation on what the ERP should automate, what should simply stop, and what should stay manual because automating it is not worth the cost.
Scope
What the engagement covers
Current-state mapping
Each core process documented as performed, with handoffs, delays and rework marked.
Transaction walkthroughs
Real orders and invoices followed end to end so the map reflects reality.
Gap and risk analysis
Where control is weak, where data is entered twice, and where a single person is a dependency.
Future-state design
A redesigned process with clear ownership and the controls kept where they earn their place.
Change plan
Sequenced changes with effort, benefit and the department that owns each.
ERP requirements
A requirements document an implementation can be scoped and priced against.
Method
How we run it
Kick-off
Agree scope, the processes in play and who we need access to.
Observe
On-site sessions with the people doing the work, not only the people who manage it.
Map and measure
Document the current state, with volumes and cycle times where they are measurable.
Redesign
Workshops with department heads to agree the future state and what gets dropped.
Report
A written change plan and ERP requirements, presented to the leadership team.
Industries
We work with
FAQ
Questions we are asked before signing
Do we have to buy an ERP implementation afterwards?
No. This is a standalone engagement with its own deliverable. Some clients run it to prepare for an ERP, some to prepare for an audit, and some because they want to know where the time goes before deciding anything.
How disruptive is it for our team?
Expect a few hours per department over the engagement, mostly in short sessions at the desk. We work around production schedules rather than pulling people into a meeting room for a day.
Will you recommend cutting roles?
That is not what we are hired for, and we do not frame findings that way. We identify work that does not need doing; what you then do with the capacity that frees up is a decision for you.
What if our processes are undocumented?
That is the normal starting point, and it is why the engagement is built around observation rather than document review. If you already had accurate documentation you would not need the mapping.
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Get an estimate for this work.
A 30-minute call, no slide deck. You describe the process; we tell you honestly whether ERPNext is the right answer.