Company

[Client name withheld]
 Industry

High Technology
 Headquarters

San Jose, California, USA
 Geography

Worldwide, 21 Countries
No. of Employees

2,500
 Annual Revenue

$1.0 Billion
 No. of Offices

21 Countries
 Engagement Type

Oracle EBS Global Implementation

CLIENT PROFILE

A Global High-Tech Business Carrying the Complexity of Two Companies

The client is a San Jose-based high-technology company with $1 billion in annual revenue and 2,500 employees operating across a worldwide footprint. The business competes across multiple segments, operates in multiple business models, and serves customers across a supply chain that spans manufacturing, distribution, and service functions in more than twenty countries.

The complexity of operating at this scale, across geographies, regulatory environments, and business models, demands an ERP foundation that is both technically unified and operationally flexible. Following a significant acquisition, that foundation did not yet exist.

BUSINESS CHALLENGES

Two Companies, Many Systems, One Supply Chain That Had to Work

The catalyst for this engagement was a strategic acquisition. The client had acquired an Israeli company of comparable size operating in a new industry segment. The combined organisation now carried the integration challenge that comes with any major acquisition of this scale: multiple non-integrated ERP systems, different operational processes, and no unified view of a supply chain that now spanned both businesses.

  • Post-Acquisition ERP Fragmentation: The acquired subsidiary brought its own set of non-integrated ERP systems into the combined organisation. Running two businesses of comparable size on separate, unconnected platforms made consolidated reporting, supply chain visibility, and operational coordination structurally difficult.
  • Multi-Country, Multi-Model Operations: The business operated across multiple countries in multiple business models simultaneously. Manufacturing operations, order management, procurement, and financial reporting each had to function correctly within the legal, regulatory, and operational requirements of each country.
  • Manufacturing Automation at Scale: The combined organisation needed to automate manufacturing operations across the newly integrated business. The existing systems were not built to support the level of manufacturing process standardisation and automation the business required going forward.
  • Supply Chain Visibility Across Two Organisations: Without a unified ERP platform, understanding the end-to-end supply chain across both legacy businesses was slow and manual. Leadership could not get a clear, timely picture of demand, inventory, production, or delivery status across the full organisation.

The business needed more than an ERP implementation. It needed a programme that could bring two organisations, operating across 21 countries in multiple business models, onto a single operational platform, without disrupting the business in the process.

Technologies & Methodologies Deployed:

  • Oracle E-Business Suite R12.x (32 modules)
  • Oracle OBIEE
  • Oracle SOA / BPEL Integration
  • WMS
  • Self-Service Applications

TRUGLOBAL SOLUTION

Thirty-Two Modules, Twenty-One Countries, One Global Instance

TRUGlobal led the programme with a strong emphasis on Programme Management and Change Management, recognising that a simultaneous go-live across 21 countries carried significant organisational complexity alongside the technical challenge. Business readiness was treated as a first-class workstream, not an afterthought.

The solution was built on Oracle E-Business Suite Release 12.x, implemented across 32 modules covering the full operational scope of the combined business. Integration between components was delivered using Oracle SOA with BPEL architecture, providing a standardised, maintainable integration layer across the global instance.

Core Technologies: Oracle E-Business Suite R12.x (32 modules) | Oracle OBIEE | Oracle SOA / BPEL Integration | WMS | Self-Service Applications

FINANCIALS AND REPORTING Accounting to Financials Reporting flow implemented across the global instance, providing consolidated financial visibility across all 21 countries and supporting the multi-currency, multi-entity reporting requirements of an organisation operating in multiple business models. ORDER TO CASH End-to-end Order to Cash flow configured to manage customer order processing, fulfilment, invoicing, and revenue recognition across geographies and business models, providing a unified commercial operations layer across the combined organisation.
MANUFACTURING AND SUPPLY CHAIN Demand to Build and Demand to Release flows implemented alongside Forecast to Plan, enabling automated manufacturing operations and integrated supply chain planning across the combined business with full visibility from demand signal to production output. PROCURE TO PAY Procure to Pay flow standardised across the global instance, covering supplier management, purchase order processing, goods receipt, and accounts payable, with Oracle SOA integration ensuring consistent data flow across the operational footprint.
WAREHOUSE AND SELF-SERVICE Oracle WMS implemented for warehouse management and Self-Service Applications deployed to reduce manual process overhead for both internal users and external stakeholders, supporting the operational efficiency targets of the combined business. INTELLIGENCE AND ANALYTICS Oracle Business Intelligence (OBIEE) implemented to provide leadership and operations teams with cross-functional analytical capability across the global instance, enabling the supply chain visibility and management reporting that fragmented legacy systems had been unable to deliver.

The simultaneous go-live across 21 countries was a deliberate programme design choice, not a phased compromise. TRUGlobal’s change management workstream ensured that every country was operationally ready before the go-live date, with the programme management discipline to hold that timeline across a complex, multi-geography delivery.

BUSINESS OUTCOMES

A Single Global View of a Complex, Multi-Country Business

The outcomes of the engagement extended across supply chain operations, financial reporting, manufacturing performance, and the organisation’s capacity to respond quickly to changing customer and market conditions.

Outcome Area Business Value Delivered Measured Result
Global Supply Chain Visibility A single Oracle EBS global instance replaced the fragmented post-acquisition ERP landscape, giving leadership and operations teams a unified, real-time view of supply chain status, inventory, demand, and production across the combined business. Full supply chain visibility across 21 countries
Post-Acquisition Integration Both organisations, the legacy business and the Israeli acquisition, were brought onto a single operational platform, eliminating the data silos and manual reconciliation that had prevented effective cross-entity management since the acquisition. Two organisations unified on one global instance
Manufacturing Automation Demand to Build, Demand to Release, and Forecast to Plan flows automated manufacturing operations across the combined business, replacing manual and semi-automated processes with standardised, integrated workflows. Manufacturing operations automated across the combined business
Multi-Country Compliance The implementation supported the legal, regulatory, and operational requirements of 21 simultaneous country go-lives, including multi-currency financials, localised tax and compliance configurations, and country-specific operational requirements. 21-country simultaneous go-live achieved
Operational Agility Consolidation onto a single global instance gave the business the speed and operational clarity to address customer needs quickly across a complex, multi-model international supply chain, replacing the slowness and opacity of disconnected legacy systems. Faster, more responsive customer and supply chain management
Financial Reporting Consolidation Accounting to Financials Reporting implemented across the global instance provided consolidated financial visibility across all entities and geographies, supporting the management reporting requirements of a post-acquisition organisation operating in multiple business models. Consolidated financial reporting across all entities

COST EFFICIENCY

The Cost of Running Two Businesses on Disconnected Systems

Post-acquisition ERP fragmentation carries costs that accumulate across every operational function. Duplicate system maintenance, manual data reconciliation between entities, reporting processes that require significant analyst time to produce consolidated views, and the slower decision-making that comes from never having a complete picture of the business. For a $1 billion organisation managing a newly acquired subsidiary of comparable size, these costs were compounding daily.

Consolidating 32 modules onto a single Oracle EBS global instance directly addressed this. The operational overhead of running separate systems across the two organisations was eliminated. Manufacturing automation reduced the manual effort embedded in production planning and execution. The unified supply chain visibility enabled by the global instance reduced the reaction time between a customer requirement and an operational response.

Large-scale ERP consolidation programmes in comparable post-acquisition environments typically deliver 20 to 30% reductions in total ERP operating cost over three to five years, driven by the elimination of duplicate licences, reduced integration maintenance overhead, and lower manual process costs. For a business of this revenue and operational footprint, the financial case for a single global instance was clear from the outset. TRUGlobal delivered it in a single programme, across all 21 countries, without a phased delay.

Two companies. Twenty-one countries. One global instance. Delivered at once.
That is the complexity TRUGlobal was built to handle.

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