The manufacturer knew that they needed to partner with a firm that had experience working for high-growth companies but also could help navigate the large, organizational environment of the parent company. They chose to partner with Manifold because of the firm’s venture DNA; Unlike other firms, Manifold had experience working with both startups and enterprise clients. In addition, the price was more approachable for a startup budget.

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The engagement began with subject matter expert interviews and steering committee meetings with the client’s executives and C-Suite leadership. These meetings continued weekly to keep the project on track, discuss status and identify roadblocks and issues.

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The ERP selection project leveraged the technical expertise of the Manifold team. It included mapping processes across several functions, including procurement, invoicing, inventory management, logistics, manufacturing, HR, S&OP, sales, etc. The team reviewed internal documentation and analyzed the client’s data. They identified roles and responsibilities within current processes and conducted interviews with process owners and other key stakeholders to map end-to-end processes for standard and special scenarios. Following the interviews, Manifold experts identified must-have and nice-to-have system features, scoring system alternatives based on must-have features and guiding principles. They also identified and scored ancillary systems to cover gaps in must-have features.

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With a new system strategy and architecture developed, they aligned with key stakeholders to ensure a seamless systems implementation. Due to the complexity of the parent company’s organization, Manifold’s expertise in aligning teams was critical, ensuring the project timeline stayed on track and the right people were involved. To track and report progress, surface risk, and manage delivery issues, Manifold structured and implemented an enterprise PMO governance structure.