Case study · ERP governance
Making ERP improvement work visible
I brought priorities, vendor capacity and testing into one view of ERP improvement work, helping leadership see what was progressing and where support hours were going.
The challenge
An ERP review had produced a substantial improvement backlog. The external support partner had a fixed monthly hours allocation, while urgent operational issues competed with planned improvements. Support-ticket statuses alone did not explain what the business was getting from that capacity.
My contribution
As Finance business owner for NetSuite, I managed enhancement priorities, release planning and testing, alongside the external support-hours budget. I maintained a prioritised view of the work and rebalanced it when operational demands changed.
I also carried out best-practice and benchmarking analysis for intercompany elimination and payment workflows, assessing transaction volumes, expected benefits, implementation effort and ROI to inform improvement priorities.
I connected progress reporting with the original business requirements, the hours consumed and the work still outstanding. Testing and validation also mattered: a vendor marking an item complete needed to be followed by evidence that the business requirement had been met.
The outcome
Leadership gained a clearer view of delivery, outstanding work and vendor capacity. The approach made it easier to discuss the effect of urgent requests on planned improvements and keep the backlog accountable to business needs.