A national automotive parts distributor turned a failing cloud ERP go-live into a stable platform that now does what it was bought to do.
A dominant UK-based global bank needed a proprietary trade-finance platform built to satisfy the regulations of 14 different jurisdictions alongside global standards like SWIFT, because no off-the-shelf product could be configured to cover them all. A 2Oaks partner led delivery end to end across three continents, from the business case through an Agile build, while reconciling 14 sets of competing national requirements. Version one shipped two months ahead of schedule, and early adoption was strong enough to fund the next stage of its own roadmap.
Outcomes
| Operations Stabilized | Core business processes restored to operational effectiveness on the new ERP platform. |
| ERP Integration | Sales order application integrated with the ERP through APIs, enabling near real-time order creation and inventory visibility. |
| EDI Automated | EDI solution delivered to automate purchase orders, advanced shipment notifications, and invoicing. |
| WMS Activated | Previously unused warehouse management features switched on and existing configurations fine-tuned, improving productivity. |
| Testing Rebuilt | Internal testing and acceptance overhauled around a standing cross-functional team. |
| Data Entry Automated | Custom application built to automate manual data entry through ERP API integration. |
The challenge
A leading Canadian automotive parts distributor invested in a cloud ERP to modernize operations across its national network. The implementation partner treated go-live as the finish line and stepped away once the standard 30-day warranty ended. There was no stabilization plan.
In the handover, the organization lost capabilities it had spent years refining on its previous system. Staff wrestled with unfamiliar workflows, core processes weren't running as expected, and adoption stalled. A system bought to speed the business up was holding it back.
The approach
2Oaks started by mapping the client's business capabilities against what the new ERP could actually do — identifying where gaps were most acute and where paid-for capability was sitting idle. The work ran in two phases: stabilize first, then optimize.
Stabilization introduced an Agile delivery model, rebuilt internal testing and acceptance around a cross-functional team, and integrated the sales order application with the ERP through APIs for near real-time order creation and inventory visibility. Once operations were steady, the team automated EDI workflows for purchase orders, advanced shipment notifications, and invoicing; activated dormant warehouse management features; and built a custom application to automate data entry where the ERP's standard setup fell short. Partner Andrew Mills led the engagement and coordinated the client's internal stakeholders with multiple implementation partners throughout.
The impact
Core business processes were stabilized and restored to operational effectiveness. Dealers could trust orders placed into the ERP. Warehouse productivity improved as features the client had already paid for were switched on and configured properly.
A troubled implementation became a foundation for growth. The work didn't just fix what was broken — it activated capability the client had never been able to use.
