Bonna Sabla: change of ERP

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How Netsystem supported Bonna Sabla in its ERP change project.

Context and objectives

Bonna Sabla was sold to an investment fund. Following the carve out, the company initially kept the ERP it had inherited from its parent company, but it was necessary to change this ERP for a model better suited to the company’s businesses and processes.

Given the complexity of the operation, Bonna Sabla wanted Netsystem to help it select an ERP and manage the transition.

Business challenge

ERP is at the heart of business processes.
Stock, orders, manufacturing, invoicing, deliveries… virtually everything passes through the ERP at some point. It’s a major tool.

When you have to change your ERP, the challenge lies at 2 levels:

Firstly, to select a solution, you need to take a close look at the company’s processes to understand how employees work and what the interactions are between the various business lines, both internal and external. Then you need to find a solution that best matches the company’s way of working, or support the company in modifying its processes so that they can be integrated into the new solution.
On the other hand, as the ERP is the lifeblood of the company, the switchover must not generate any business disruption. Data preparation, migration and employee support (training, etc.) are therefore key success factors for this type of project.

Response and method

Setting up working groups
Drafting of specifications
Change management support (key users, training program, etc.)
- Reorganization and structuring of the project team, followed by team support
- Development of the communication plan and implementation
- Development of the training plan and implementation
Selection of the solution
Steering and monitoring
Change management (key users, training programme, etc.)
Data migration

Key success factors

Support from Netsystem experts:

On a technical level: process analysis, solution selection, monitoring, integration of the new ERP into the existing IT architecture, data preparation and migration.
On a human level: reorganization of the project team and ongoing support contributed to the success of the project and the stabilization of the team. Change management initiatives, training, and communication helped the project team and end users successfully deploy the new ERP system.