Textile manufacturing
Vertically integrated textile group
After nearly two years of an ERP implementation that wouldn't take off, we structured a phased stabilization plan — as functional leadership, not as implementer.
The challenge
Two years trying to implement the ERP without real adoption: inventories no one trusted, no control of waste or production times, and no reliable income statements. Widespread frustration with the system.
Our role
Business Translator and functional lead of the ERP project. We're not the implementer: we act as the link between the company and the technical vendor, ensuring the system reflects the real operation.
The approach
- 1Diagnosis of the implementation and of the real operation (spinning).
- 2Mapping and diagramming processes before touching the system.
- 3Functional design of the ERP and coordination with the implementer.
- 4Project governance: weekly operational and monthly executive meetings.
The result
- A phased, structured plan that turns a troubled implementation into a governable project.
- A clear path toward reliable inventories, production control, waste tracking and real costing.
- A replicable model for the group's other companies.
Engagement in progress — target results, not final ones.
Most ERP implementations fail because of processes, not software. The client needs functional leadership more than technical support.
El primer paso
Empieza por entender, no por comprar.
Tu primer paso no es una propuesta ni una cotización. Es un diagnóstico honesto de dónde se está perdiendo tu visión.