Case

Optimization at a maritime service provider

The maritime sector is on the move. Changing demands and pressure on oil prices mean that companies in this sector have to adapt considerably. With foresight, the maritime service provider opted a few years ago to start a program that would permanently prepare the company for the future. A program in which standardization of the business processes and modernization of the application landscape were central. Based on our experience in the sector, we were commissioned to support the client in the analysis, preparation, design and implementation of the program.

"A wave of change"

Jan:  “With this job I think of the waves when I was allowed to go into the sea for the first time as a child. Almost every wave knocked me off balance, but now as an adult I have mastered them. You also encounter waves in business life and you have to anticipate them. Large companies often formulate a strategy to remain successful even in uncertain times. A successful strategy ensures that your internal organization continues to function optimally - even if working methods change over the years and new services have to be supported.

In the case of the maritime service provider, we started with a thorough analysis of the situation. This resulted in an approach and program that suited their situation well and that could be used for the entire company. Central themes were flexibility, process optimization and modernization of the IT landscape. We then worked out the various components one by one; from process modeling and KPI definitions to drafting the IT architecture.

I think the involvement of the entire organization is extremely important in a process like this. During the execution we therefore worked on the basis of a combination of different disciplines. In addition, it was always nice to see how all those different perspectives always led to new insights.

We consciously opted for a non-classical ERP implementation. We replaced the classic 'waterfall approach' with an 'agile' approach, which was quite revolutionary. An agile approach is generally accepted in processes in which software is developed, but not in the implementation of a standard (ERP) software package. Our approach – in which 'seeing is believing' was applied literally, and all partial products were proven to work – enabled us to work out the changes better. Partly because of this, the anchoring in the organization ran a lot more smoothly. The result: a solid foundation with which the company can safely face the future.”

Jan Vianen

Case manager

Jan Vianen

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