Business Challenge:
TSI’s client, a fast-emerging innovator in the Biotech space, knew it needed to invest in enterprise systems. Yet at the time it was balancing many initiatives that caused many of their internal SMEs to be spread very thin as they were embarking on clinical trials, raising another round of funding, building a production facility, along with hiring new employees and conducting the rest of their business.
When TSI was selected, Finance was using QuickBooks and Excel. Operations and Quality had no defined processes, systems or formalized IT group. The company desired a cloud-based solution, but wasn’t sure about on-premises vs. cloud risks and trade-offs. There were significant time pressures to identify a cost-effective, reliable and scalable ERP solution that met FDA validation requirements.
TSI’s Approach and Role:
Approach
- Worked with Leadership Team to define/understand strategic direction and priorities
- Conducted a series of rapid design sessions to define future business processes and prioritized functional requirements
- Leveraged TSI’s 20+ years of experience and develop a short list of Vendors for focused software demonstrations and participation in a streamlined RFP process
- Developed, communicated and maintained a committed milestone schedule and set of guiding principles to keep the team on track
- Benchmarked vendor costs and utilize best practices in selection/contract negotiation
- Developed a phased ERP implementation plan to manage risk and reduce time to market for critical functionality while avoiding customizations
Role
- Overall Program, Vendor and Organizational Change Manager
- Business Analysis
- Subject Matter Expertise – ERP, Finance, Supply Chain, Manufacturing, Quality
- QuickBooks Interim Technical and Accounting Staff Support
- Technical Infrastructure Support
Results:
- Completed Process/Requirements Definition and ERP Selection in 12 Weeks
- Achieved Validated ERP System Go-Live in 100 Days
- Under Budget 19% for Integrator and TSI
- Shortly after the completion of our work, this company was acquired by one of the largest biotech/pharma conglomerates in the world. The successful implementation of the ERP, along with the process work that TSI led surrounded this, helped to solidify the administrative and financial components of the due diligence. This, along with other competitive advantages of this organization, led to an extremely lucrative buyout.
