Rotarex is a leader in the definition and production of valves for equipment and containers involving gas, both for the industrial sector (eg food and beverages, automotive, industrial) and medical or in fire prevention.
The head office is located in Luxembourg, butRotarex employs more than 1,600 people throughout the world (Luxembourg, Czech Republic, United States, Korea, etc.) with ten factories and nearly 30 sales offices in total.
Rotarex has defined its SAP Group Core model, which it is gradually rolling out, from business unit to business unit. When Rotarex called on the services of GCP Consulting, 3 Business Units had already switched to SAP, but 3 new Business Units were due to switch to it within 4 months, one of which had already suffered several go-live postponements. Given the number of simultaneous releases but also all the other projects of the roadmap to be managed in parallel, Rotarex needed an “Implementation Project Manager” to support the internal teams in the management of the transformation program and the projects that compose them.
The challenge was really to integrate into long-running projects in “firefighter” mode to guarantee the landing of projects and avoid new postponements, while guaranteeing maximum adoption of the solution.
Following the landing of the 3 go-lives, Rotarex wished to continue the collaboration with GCP Consulting both for the pursuit of the mission of Implementation Project manager for the entire IT transformation roadmap (including several third-party information systems to be integrated with SAP), as well as for change management on the deployment of the various informationsystems within their largest Business Unit.
The experience of GCP Consulting in the support of transformation roadmaps, but also in the management of large ERP implementation projects, made it possible to bring added value very quickly within the framework of the mission at ROTAREX, and this, at different levels:
* Quick understandingof problems and solutions to be implemented
*Definition of a new “program” and “project” governance
* Preparation and coordination of structured status meetings, with detailed follow-up of actions
* Documentationof all governance meetings, previously undocumented
* Challenge of detailed schedules in which key activities were missing (training of key users on gaps, integrated acceptance tests, validation of migrated data, detailed failover plan, etc.)
*Implementation of “high level” follow-up reports for top management on the one hand, and “detailed” reports for the project team on the other.
* Definition of data migration monitoring dashboards
* Definition, extraction and presentation of workload plans department by department
* Implementation and coordination of change management plans, in close collaboration with the HR and Marketing departments
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