Construction & Infrastructure · CON-02
Transforming EPC Operations from Process Redesign to ERP Implementation
Business challenge
A specialist EPC and process-engineering company delivering projects across tea, coffee, spices, botanical extracts, nutraceuticals and food processing required a more integrated operating model to support its growing project portfolio.
Fragmented processes across business development, engineering, procurement, inventory, project execution, finance and HR created coordination gaps, manual dependencies and limited end-to-end visibility. Management needed to first standardise its business processes and then transition those processes onto an ERP platform capable of supporting future growth and increasingly complex EPC projects.
What we did
Mapped and assessed end-to-end business processes across business development, project planning, engineering, procurement, inventory, project execution, subcontracting, R&D, finance and HR.
Redesigned critical workflows and developed SOPs, clearly defining responsibilities, controls, approval points, data requirements and cross-functional dependencies.
Converted the redesigned processes into ERP functional requirements, creating an implementation-ready blueprint covering workflows, controls, reporting and integration requirements.
Conducted a structured ERP evaluation and vendor-selection exercise, assessing shortlisted solutions against functional fit, technical capability, scalability and business requirements.
Supported commercial and implementation discussions to ensure that the selected ERP solution and implementation scope remained aligned to the organisation's operating requirements.
Acted as Program Manager during ERP implementation, coordinating between the client team and ERP implementation partner and tracking scope, timelines, process decisions and issue resolution.
Supported process validation, user adoption and transition, ensuring that the redesigned operating processes were correctly translated into the new ERP environment.
