Conduct a PLM scope project to explore the replacement of an outdated solution for a food industry manufacturer.
“Très bonne performance au cours des 6 premiers mois. Le programme fonctionne extrêmement bien.” - Session de retours d’expérience conduite par le COO
Context
The group’s management had decided to initiate a PLM scope phase to assess the replacement of an internally developed solution that was created around fifteen years ago and had now become obsolete.
We were engaged in this context from the analysis of the existing situation, definition of current and future needs, up to the tender process that led to the selection of a PLM software solution provider.
Approach
We conducted a series of interviews and collaborative workshops to analyze the current situation and align all stakeholders (R&D, Quality, IT, Procurement, etc.) on the target solution in terms of processes to support, functional scope, and IT interfaces. These insights then facilitated a tender process to select a PLM software solution provider.
Concurrently, deployment strategy definition, project scope (timeline, resources, budget), and change management activities were established. At each key step, a summary and decision document were presented to the group’s executive committee.
Results
Due to their proactive involvement, all stakeholders, regardless of their function or location, embraced the new processes and tools implemented collectively at the group level. Addressing the specific needs of the group’s local entities and the ability to swiftly integrate a new company (external growth strategy) were significant factors in the solution selection.
Of course, the functional scope covered existing requirements while also preparing for future needs, including traceability requirements, R&D automation, co-development with suppliers and customers, and knowledge sharing between sites. Overall coherence with other parallel IT projects (new ERPs, MDM) was ensured.
