Digital Gap Assessment

Empact Consulting > Case Studies > Digital Gap Assessment

Review & assess the gaps in the HR department

Project Objectives

SAS provider in India (SASPI) had two different ERP systems over four sites. The Parent Group of SASPI used a different ERP system.
There was a desire to consolidate the business systems and decisions were required around whether one of the two ERP systems or the Group system should be implemented.
To reduce risk to operations, a gap analysis was required to identify issues and recommend actions that would ensure a successful future for the SASPI Company and that the correct investment decisions were made in terms of hardware; software and resource.

Project Methodology: Gap Analysis

To derive an optimal solution, the project covered three phases.
Phase one ; involved an analysis of systems usage over the four sites, and how the legacy systems matched the business requirements.
Phase two ; analyzed three potential target solutions, which included one of the legacy systems, the Parent Group’s system and a hybrid of the two. Visits were made to the Group to understand the use of their system. In addition, consultants met with both potential product vendors.
Phase three ; assessed the gaps between the previous two phases and SASPI’s specific requirements and produced a detailed report of recommendations.
Recommendation on ERP selection : Process and system assessment is carried out, including any process related challenges for ERP selection.
Risk Management : Consultants provide business case support by identifying risks and their mitigations, in addition to high level costings and return on investment. This is to ensure that the whole SASPI Group are aware of issues to be considered before, during and after implementation.

Project Results

SASPI’s legacy system and the system used by the SASPI Group were fundamentally the same in terms of functionality. There were business benefits in terms of economies of scales; readily available in-house expertise and great potential for improved business intelligence across the sites, all of which accrued from the introduction of an integrated and standardized global system. It became apparent that the system used by the Parent Group was the correct solution for the SASPI.
The approach that Consultants took ensured that the gap analysis was efficiently managed and completed in a timely manner. An independent review of the processes and systems provided SASPI with an overview of each site’s operations, in addition to the levels of integration and standardization of processes.
The comparison of the operations with the Parent Group provided SASPI evidence to support one group-wide system.
A project plan was provided to guide the way for a future implementation.