Case Study – POST-MERGER TRANSITION AND INTEGRATION

THE CHALLENGE

MIGRATION AND DEVELOPMENT OF BUSINESS SYSTEMS AND SUPPORT INFRASTRUCTURE

Following the acquisition of a large multi-business division from a PLC by Private Equity investors, the 4D Team managed the delivery of a Transition Services Programme to ensure the successful separation of the acquired business from its former parent.  This included the parallel running of all business support services including finance, HR and IT.  Specifically, some key business systems were essential for the continued smooth running of the acquired business and were fully embedded with the former parent company.  4D project managed the design and implementation of a fully integrated and independent ERP system and supporting infra-structure within a 12 month deadline.
 

DIAGNOSIS

  • The primary challenge of the Transition was the management and separation of the business systems for operations engaged in the manufacture, distribution and installation of interior fit-out systems and associated products.
  • The business operated across numerous manufacturing and distribution sites, with an IT infrastructure, including hardware, networks and software, fully embedded and integrated with the former parent company. Under the terms of the Transition Services Agreement, the acquired business was required to fully separate its entire infra-structure within a deadline of 12 months from the date of the acquisition.
  • Working with local management and system vendors, the 4D Team scoped out the setting up of entirely new business systems and associated hardware and network infra-structure.
  • Extensive vendor assessments and business process scoping were undertaken prior to proceeding and the team provided project management support to ensure a timely and on-budget delivery of the project.
   

DEVELOPMENT

  • The 4D team scoped and managed the project for the client in support of local management and a multi-function project team.
  • Vendor assessments were carried out to select the most appropriate business systems and infrastructure.
  • Given the specific requirements for detailed project design, estimating, manufacture and installation, specialist systems were also scoped and developed to run parallel tools to facilitate these requirements.
  • 4D developed a bespoke CRM system for the business infrastructure to manage project tracking and delivery.
  • A new standalone business network was implemented with all necessary hardware infrastructure separated from the former parent company.
   

DELIVERY

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  The project was delivered on time and within budget.
  Working across time zones, the 4D back office team allowed critical tasks to be fulfilled overnight for review by the project team at the start of each day.
  A fully integrated ERP platform was implemented using specialist business-specific estimating and design tool scoped and delivered and a fully integrated bespoke CRM system developed in-house by the 4D Team.
  A new standalone future-proof network infrastructure was set up across multiple sites for approximately 1000 users.
   

DIFFERENT

The 4D Methodology enabled detailed scoping of the project with the client locally in the UK, whilst analytical and coding work was carried out by the back-office team in collaboration with system vendors.  This enabled a very rapid and cost-effective implementation to meet the client's aggressive implementation deadline.  The skills and experience of the 4D Team enabled the delivery of a rapid, pragmatic and highly effective solution, fully in accordance with the client’s objectives and budget.

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