Enhancing Operational Efficiency for a Leading Medical Devices Company
Bridging Global Expertise with Local Practices and streamlining multiple functional areas
Talent Delivered
- Oracle ERP Expert
Quick Facts:
- Modernizing legacy BaaN systems to a heavily customized Oracle ERP solution.
- Rollout across multiple global regions including Japan, UK, Republic of Ireland, and North America.
- Functional areas included manufacturing, packaging, and regions using third-party logistics (3PL) services.
- Consultant had to quickly adapt to the Japanese business culture and navigate local logistics.
Global implementation of Oracle ERP systems to modernize legacy systems, streamline operations across manufacturing, packaging, and logistics departments.
Background
A medical devices client needed to replace their outdated outdated BaaN systems (BaaN is an early enterprise resource planning (ERP) software suite developed by the Baan Corporation) with a modernized Oracle ERP solution to streamline manufacturing, packaging, and logistics operations. To drive this large-scale transformation, they required a highly experienced Oracle ERP expert with a global perspective and a proven track record.
To successfully lead the modernization project, the client required a highly skilled Oracle ERP senior consultant with extensive global experience. The expert needed to:
- Lead a complex ERP modernization project
- Streamline operations across multiple functional areas and global locations including Japan, the UK, the Republic of Ireland, and North America
- Ensure seamless implementation while addressing regulatory, logistical, and cultural differences
- Provide long-term strategic leadership to drive adoption and operational efficiency
Challenges
- The complexity of the project and the global scope demanded an extremely senior level lead consultant with global expertise who had experience leading large teams.
- The project involved retiring BaaN legacy systems and transitioning to a modern, heavily customised Oracle ERP platform. Integrating the new system across manufacturing and packaging departments, as well as regions reliant on 3PL (Third-Party Logistics) services, added layers of technical and operational complexity.
- The consultant also had to be convinced to relocate for 2+ years to a completely different geography which brought with it associated challenges of international relocation like:
- Visa and Work Permit Logistics: The consultant had to travel to Japan on a visitor visa and manage the work permit process locally. This required significant coordination and personal effort, including visits to the Japanese embassy and navigating complex local regulations.
- Cultural and Language Barriers: Adapting to Japanese business culture posed challenges, as stakeholders often lacked familiarity with project demands and corporate alignment. Language differences were a hurdle, with fewer English speakers compared to other regions.
- Business Environment Challenges: Japan’s business culture, while structured, was less digitally advanced than expected. Stakeholders often resisted work-from-home setups and adhered to traditional in-office practices, requiring additional flexibility and resilience from the consultant to maintain project momentum.
- Adapting to Daily Life: Beyond professional challenges, the consultant had to navigate personal adjustments, such as finding accommodation, learning the Tokyo transit system, and acclimating to the local lifestyle – all in a country they had never visited before.
Our Approach:
- Sourcing a senior candidate with global work experience: Our senior technical Account Manager was able to source a candidate who not only the technical expertise and global experience but was also willing to embrace the challenge of an international assignment.
- Proactive Support: Our account manager has a hands-on approach, maintaining constant communication with the consultant throughout to ensure seamless transition and settling down. They also traveled to Japan to meet with the consultant and the project team to provide on-site support, and ensure that project is set up for success.
- Consultant’s Initiative: The consultant’s resilience and adaptability were central to the project’s success. Arriving in Japan with no prior experience in the country, they navigated the logistical challenge of securing a work permit, while quickly acclimating to the local culture: finding accommodations, mastering Tokyo’s transit systems, and building trust with stakeholders.
- Circumventing Language Barriers: To bridge language barriers, job postings were translated to attract local talent, while interviews and responses were conducted in English to ensure effective communication. The consultant also relied on English-speaking colleagues to facilitate seamless cross-cultural discussions during critical project phases.
Results:
Seamless Transition from Legacy Systems: The consultant was instrumental in guiding a global implementation team of over 200 members, spanning departments like manufacturing, packaging, and regions dependent on 3PL services. They effectively managed interactions between diverse teams and stakeholders, many of whom were unfamiliar with ERP processes, ensuring alignment and smooth progress. Their ability to adapt and lead within such a vast and complex team structure was key to maintaining momentum on this critical two-year project that involved replacing outdated BaaN systems with a heavily customized Oracle ERP platform, tailored to global and regional needs.
Foundation for Future Opportunities: Positioned the organization for continued ERP expansion into additional regions, with go-lives scheduled for Japan in May 2025 and North America in 2026.
Conclusion:
This project showcases our ability to source senior technical talent that can be deployed globally. The consultant’s leadership in modernizing legacy systems and streamlining processes across disparate functional areas and regions established a robust foundation for future success.
With the go-live in Japan planned for May 2025, the company is now set to expand the ERP implementation to additional regions, including Latin America, China, and Korea, with a key focus on Puerto Rico, a major manufacturing hub. These future phases aim to build on the groundwork laid by this project, driving global standardization and operational efficiency across the organization’s diverse geographic footprint.