Overcoming Workforce Constraints in ERP Implementation

Business Challenge

Workforce Limitations Threatened the ERP Implementation

Our client, a global leader in fleet management, was embarking on their largest multi-year finance transformation event — implementing a new ERP system (SAP S/4HANA) along with multiple ancillary systems. This new system would help optimize the client’s business operations, enhance collaboration with finance and accounting business units and transition the organization to a cloud-based infrastructure. SAP had notified existing customers that they would no longer support legacy non-cloud based systems beginning in 2027, making this transition even more critical.

Despite engaging a consulting implementation partner, the client recognized several months into the project that significant capacity constraints within their internal workforce were threatening the project’s timeline and budget due to a lack of talent resources and critical subject matter expertise. To avoid delays and multi-million dollar cost over-runs, they needed interim resources to alleviate the internal workforce’s burden, which at the time was managing both business-as-usual responsibilities and the additional project workload.

Our Solution

Bridging Talent Gaps with Strategic Sourcing

Based on our already well-established partnership and knowledge about their transformation initiatives and challenges to date — as well as our proven past performance with finance transformations — the client engaged us to provide critical support to their ERP Implementation initiative.

We developed a flexible talent solution to resolve their business challenges and enhance the existing workforce by leveraging our deep talent pipelines in accounting, finance and program management. We sourced and recruited business, system and financial analysts, program managers, accounts payable and receivable, collections and staff accountants.

By regularly meeting with executive leaders, we identified potential talent gaps and collaboratively built success profiles to address their business needs. Our proactive approach included a six to nine-month forecast to identify key stakeholders on the project team and within the business who might be impacted by each phase of the formal implementation plan.

Additionally, we provided subject matter expertise to fill gaps within their internal workforce, such as a OneStream consultant to support the budgetary system integrating with S/4HANA, which they did not have the in-house personnel to support, nor did the consulting partner’s project team.

Our approach ensured that daily tasks and responsibilities were completed efficiently, while also guaranteeing that critical project deliverables were executed on time and within budget.