Problem

The Mantrac/Unatrac group was facing high costs associated with using Caterpillar’s DBS ERP program. As a result, they decided to invest in an in-house ERP (Manpro) to eliminate these costs. The project required collaboration between the IT, Finance, and Operations teams to create a flexible ERP that would address business requirements and integrate with Caterpillar’s DBS.

As the Regional Operations Coordinator, I was appointed by the division’s VP to execute the project. It was a massive undertaking that required us to listen to finance and operations team requirements and map out an ERP solution that would meet those needs while being flexible enough to integrate with Caterpillar’s DBS.

Learn more about our process here.

Solution

To start, we conducted a stock count and segmented our inventory based on ABC analysis. We then validated the cost for the inventory before adding it to our stock and testing the landed cost calculation.

We structured the selling price module based on product type and customer category. Afterward, we launched the accounts payable AP module, ensuring that sales were reflected properly in the warehouse for fulfillment, AP team for payment collection, and Operations team for proper reflection on sales force. Finally, we established parameters based on which restock is calculated (EOQ).

Impact

Reduced costs associated with using Caterpillar's DBS ERP program by X%
Increased efficiency of internal processes by X%

Quote of how incredible of an impact this had.

Team

John Doe - Regional Operations Coordinator
- Oversaw the execution of the project and ensured collaboration between IT, Finance, and Operations teams.
- Conducted stock count and segmented inventory based on ABC analysis.
Jane Smith - IT Team Lead
- Listened to finance and operations team requirements to map out an ERP solution that would meet those needs while being flexible enough to integrate with Caterpillar’s DBS.
- Led the development of the ERP solution.

Mantrac Develops In-House ERP, Reduces Costs