A global oil and gas services company experienced rapid growth due to multiple domestic and international acquisitions. The company planned to double in size within the next five years, but knew its current technology situation would not support operations of that magnitude. Its current systems environment consisted of a poorly implemented and outdated ERP system, surrounded by poorly integrated shadow systems. The majority of the company’s business processes were being performed manually or in Excel, resulting in redundant data entry, a misuse of FTE time, and a lack of visibility into company performance. Company executives engaged Trenegy to identify an ERP solution that could automate many of its manual processes, replace or integrate with its current shadow systems, and accommodate its planned future growth through acquisitions.
Trenegy responded to this challenge first by performing dozens of interviews with functional business leads from across the company, including video conferences with those in international offices. These interviews helped map a clear picture of the company’s end-to-end operations and provided insight into differing requirements and processes around the globe. Over the course of three full-day, interdepartmental process workshops, Trenegy was able to uncover the company’s underlying issues and develop a comprehensive list of system requirements necessary in a new ERP solution. This list served as a critical scoring matrix during vendor demonstrations and allowed the company to select the system that would best accommodate its unique needs.
With Trenegy’s guidance, the company selected a system that eliminated nine shadow systems, seamlessly integrated with 13 shadow systems, increased the number of automated controls from 20% to 63%, automated many of its manual business processes, and provided the company the capacity to grow by more than 300%.