Services / Governance & Supply
Business Process Reengineering
Automating a broken process makes it fail more efficiently. We map what actually happens, measure where time and margin leak, redesign the flow, and only then decide what software should support it.
- Practice
- Governance & Supply
- Best fit
- Best fit before a platform selection, or where cycle times and error rates have grown without anyone changing the design.
- Industries
- Manufacturing · Textile · Distribution · Construction · Healthcare · Professional Services
What’s included
Scope, stated before we start
Six work-streams that make up a standard engagement. Anything outside them is priced separately and named in the proposal — never absorbed quietly.
Current-state mapping
Observed, not described. We follow the document, the material and the approval through the building and record the version of the process that is real.
Cycle time & cost analysis
Touch time versus wait time, handoff and rework counts, and the cost of each — the evidence that turns opinion into a decision.
Future-state design
Redesigned flows with handoffs removed, exceptions separated from the main path, and controls placed where risk actually sits.
KPI & target model
A measurement definition for each redesigned process, with a baseline and a target so improvement is provable.
Systems implication
Exactly which parts of the future state need configuration, integration, custom development or simply a rule — with effort attached.
Transition plan
Sequenced change with owners, quick wins first, and a communications plan so the redesign survives contact with the floor.
Outcomes
What changes when this is done properly
These are the three differences clients describe six months after go-live — not feature claims.
- Cycle time measured before and after
- Handoffs and rework loops removed by design
- Software scope decided from evidence
Not sure this is the right service? Discover is a fixed-price, two-to-three week assessment that answers the question with evidence — and it is usable whether or not you appoint us. Start there instead →
Who it’s for
Industries where this comes up most
Each links to how the service is shaped for that sector — the requirements differ more than vendors admit.
Our approach
The same four phases, applied to this scope
Reused deliberately. A consistent method is what makes a fixed price honest and a date holdable.
01
Discover
Process mapping before software selection.
We walk the floor and the ledger. Two to three weeks of structured interviews and document tracing produce a current-state process map, a data-quality baseline, and a written list of the decisions your systems cannot currently answer.
02
Design
One target architecture, agreed on paper.
Chart of accounts, item and customer master rules, approval hierarchies, integration contracts and reporting model are designed together — not discovered during build. You sign off a blueprint, not a demo.
03
Deliver
Configure, migrate, test, train — in that order.
Iterative configuration with fortnightly conference-room pilots. Data migration runs three times before go-live: trial, dry run, and cutover, each reconciled to the closing trial balance. Users train on their own data.
04
Sustain
Hypercare, then measurable adoption.
Four to eight weeks of hypercare with named owners and a burn-down of issues. Then a governance rhythm: master-data stewardship, monthly close review, and a Power BI adoption dashboard that shows whether the system is actually being used.
Related case study
Product costing the shop floor actually recognises
Standard costs that had drifted for years rebuilt against real routings and consumption, with shop-floor capture on rugged terminals and variance reported per production order.
Our board finally reads the same numbers we do. Month-end reporting dropped from eleven working days to four, and nobody rebuilds a spreadsheet to get there.
Partly. Core flows must be redesigned before blueprint, or you configure the old process into new software. Secondary flows can be addressed during and after. We sequence it explicitly rather than pretending everything fits before day one.
By observing rather than surveying, and by making clear that workarounds are evidence of a design failure, not of individual fault. People show you the real process when it is safe to.
Then we say that. It has happened, and it is the most valuable finding a client can get from a two-week exercise.
Four to eight weeks for a functional area, depending on site count and how many people we need to shadow. You get an interim findings pack halfway through, not only a final report.
More in Governance & Supply
Delivered by the same team
Master Data Governance
One customer, one item, one vendor — with rules and stewards that keep it that way.
MDMGRC & SoD
A control framework and segregation-of-duties matrix enforced inside the system.
GRC_SODSOPs & Policies
Documentation people actually use — role-based, versioned, and tied to the system.
SOPNext step
Talk to someone who has implemented Process Reengineering before
Not a sales call. A working conversation with the person who would run the engagement, and a straight answer on scope, sequence and cost.