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Management Consulting

Preliminary studies to fully integrate Enterprise Resource Planning (ERP) operations

One of our major client’s entrusted us with a mandate that involved carrying out preliminary studies to assess the relevance of updating in-house applications dating back at least three decades.

Our client had implemented an Enterprise Resource Management (ERP) system. Due to large business volume, some of their customers were already integrated into the system. However, other companies engaged in similar projects encountered major difficulties and, as a result, our client decided to postpone integrating their remaining customers. The client hoped to take advantage of modern tools and applications at a better time.

However, following a risk analysis on the project’s indefinite postponement, our client decided it was time to relaunch it. In fact, the risks caused by outdated in-house applications jeopardized business operations and fully justified the project’s implementation.

To determine the best options available for our client, our management-consulting experts participated in carrying out an opportunity analysis with the help of internal and external resources.

The solution involved discontinuing in-house applications and implementing the Enterprise Resource Management (ERP) system for all company operations. This recommendation was not only cost-effective, but it represented a lesser risk for our client.

We also established that customer invoicing was a strategic component that required consolidation in order to take full advantage of investments that were made while the Enterprise Resource Management (ERP) system was in its initial stage of implementation.

Our Challenges

We supported IT management in establishing the investment’s scope and value, obtained support from senior management and operations managers and defined the sourcing strategy.

This delicate situation forced us to adopt a structured approach and be particularly convincing. In fact, it involved persuading the organization to invest more than $20 million in a project that had been postponed repeatedly.

At the operational level, we had to manage major reluctance to change in an organization that had implemented made-to-measure systems. Implementing the Enterprise Resource Management (ERP) system required reviewing business procedures and adjusting work methods for the sectors involved. In this context, we had to define a change management strategy.

Larochelle’s added value

We demonstrated our high level of expertise in several ways. Initially, our specialists conducted an opportunity analysis and a complete project cost assessment. Then, they developed different scenarios and discussed them with the company’s senior management. Finally, we made our recommendations to the board of directors.

Our experts then listed the project specifications based on the chosen sourcing strategy. They analyzed the proposals they received and made recommendations regarding the choice of integrator.

For this complex project, we called on our best expert in this specific field as well as a senior consultant with vast experience in this type of project. This meant that our client benefited from the best experts. They were able to clearly identify benefits and recommend the optimal scenario at the lowest possible cost, all while meeting deadlines and minimizing risk. It was the ideal situation.

Organizational Transformation

In this mandate, our client was experiencing cost and schedule overruns when delivering projects using business solution methods. Consequently, the company’s financial structure weakened and an organizational transformation was necessary in order to solve the problem.

Over time, our client developed four product suites aimed at a specific field of activity. Technically, the selected approach was based on a centralized architecture, which was different from the competition. In addition, the client’s competitor was particularly aggressive, more agile and offered products at a better cost.

Our client was experiencing difficult times. The company had lost credibility as well as trust from its clients and shareholders.

Our challenges

We had to provide shareholders with a realistic investment plan. This required convincing the board of directors to provide unanimous support and sufficient financial contributions to complete the transformation project.

Based on strategic positioning, we subsequently had to restructure the organization as well as reorganize work habits and methods used by teams already in place.

We also teamed up with the staff to identify short- and medium-term potential productivity gains, either by reassigning employees or hiring new ones.

Ensuring the employees were committed in terms of insecurity was essential in accomplishing the transformation plan. We had to prepare a communication plan for disseminating consistent information regarding objectives and action plans.

Finally, we had to create a cooperative environment while implementing a strict management tool that monitored the progress of various projects and complied with the limited budget the situation imposed.

Larochelle’s added value

Our management consultant strongly supported senior management throughout the repositioning, where we were required to:

  • define the company’s transformation program;
  • define new business models, i.e. a partnership with specialized firms;
  • establish a framework contract with existing clients to plan short- and medium-term expected earnings;
  • identify potential buyers for a product suite;
  • negotiate the best financing offer for shareholders;
  • identify partners and negotiate a long-term agreement;
  • implement a project office.


As we accomplished this mandate, we were able to maintain customer service and employees were not interrupted with their everyday tasks. Throughout the process, we called on a senior strategic planning consultant and a negotiation expert, both extremely dedicated and always available.