• Hawa, a leading player in the manufacturing industry, faced the challenge of renewing its outdated, 15-year-old ERP system.
• Hawa started the renewal with a diligent and extensive evaluation of options. Due to the comprehensive nature of the assessment, the process extended over a longer period of time, leading to the ERP system reaching its end of support.
• By identifying the critical aspects of the renewal process, our team validated the approach and gave Hawa clear strategic advice on overcoming the challenges of the renewal process.
• Zühlke's guidance brought clarity and alignment across Hawa’s leadership team, helped minimise risks, and ensured a smooth transition, increasing efficiency and reducing costs.

When Hawa, a leading player in the manufacturing industry, faced the challenge of upgrading its outdated ERP system after more than 15 years, the stakes were high. With our strategic guidance, the company navigated the complexities of the ERP renewal process, building a solid foundation for the future. 

Hawa’s ERP system had powered its operations for over 15 years, during which it was heavily customised to suit Hawa's needs. The ageing system was set to lose support in mere months and put business continuity at risk. The renewal process was already initiated two years earlier, but due to the comprehensive nature of the evaluation, the process took a longer period of time. Four potential ERP solutions were in a competitive bidding process. However, the tightening timelines and an incomplete evaluation strategy were not resulting in a clear decision within the available timeframe.

Given the situation, Hawa sought our help to cut through the complexity, provide a clear roadmap, and ensure that the next steps were strategic, efficient, and effective.

Zühlke stepped in as a trusted advisor to assess the ERP renewal process and deliver actionable recommendations. Our team conducted in-depth interviews and workshops with key stakeholders, diving deep into the project’s nuances.

We identified critical aspects of the renewal process:

1. Risk evaluation: Migrating to a new ERP system was significantly more demanding than upgrading the existing one.
2. Fact-based decision-making: The perceived urgency to implement a new system lacked concrete evidence and was in fact misleading.
3. Data-driven focus: The success of an upgrade hinged on improving data quality and reducing the number of customisations.

Our strategic advice was clear: opt for an upgrade of the current ERP system. We outlined a de-risked phased approach that began with data cleansing and streamlining workflows, enabling Hawa to focus on building a solid foundation for the upgrade.

Our recommendations brought clarity and alignment across Hawa’s leadership team. By choosing to upgrade rather than migrate, Hawa minimised risks and ensured a smoother transition. The RFI process was completed efficiently, and the groundwork for the improvement phase is now well underway.

Hawa’s journey underscores the importance of aligning technology upgrades with business priorities. Here are our three key takeaways from our collaboration with Hawa:

1. Base decisions on facts, not perceptions: Data-driven analysis prevents missteps and facilitates informed decision-making.
2. Start with a solid foundation: Improve data quality and streamline processes before tackling major system changes.
3. Lean on expertise: External advisors bring objectivity, clarity, and strategic direction when internal teams face complex decisions.

With an upgraded ERP system, Hawa will be better equipped to sustain its competitive edge and achieve long-term operational excellence.

Discover how Zühlke can help you transform challenges into opportunities and re-wire your business for the future: