Quantum: digital transformation journey
- Customer
- Ali & Sons Holding
- Project manager on the customer side
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- IT Provider
- Ali & Sons Holding
- Year of project completion
- 2024
- Project timeline
- February, 2022 - July, 2024
- Project scope
- 5100 man-hours
- Goals
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Quantum was set to help us innovate, transform, and lead the industry and had multiple phases – in the initial phase we developed several different data harvesting platforms (collecting structured and unstructured data) that has already unlocked operational efficiencies to exceed over AED 14M this year and is now providing new insights to help us predict the future for our employees using embedded AI & ML tools. In phase 2 we developed new insights on how we can serve our customers better by anticipating their needs and creating new experiences. We operate across six different verticals and have over 15 different business units. Ranging from luxury automotive brands, jewellery, to oil and gas, construction, and investment so predicting and anticipating the needs is critical for our long-term survival and growth.
Main goal of Project Quantum was to integrate and streamline our core business processes into a unified system that enhances efficiency, accuracy, and data visibility across different companies and departments. Quantum optimized workflows, improved decision-making through real-time data access, and reduced operational costs by eliminating redundant processes. The ultimate objective was to enable scalable growth and provide a cohesive platform for managing resources, finances, human resources, inventory, and customer relationships efficiently.
- Project Results
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Quantum has delivered substantial benefits, creating a unified, efficient, and scalable platform that has transformed operations across all companies and verticals. Key results include:
- Return on Investment (ROI):
Based on the Lean Six Sigma (LSS) study conducted prior to implementation, the project was expected to yield savings of at least AED 14 million. We are currently evaluating post-implementation savings, and in some areas, we have already exceeded the expected savings. This positive financial impact underscores the project's effectiveness in driving operational efficiency and cost reduction - Standardized Processes Across All Companies:
We achieved full process standardization, aligning operations across 15 companies and three business verticals. This consistency supports streamlined inter-company operations and simplifies management oversight. - Faster Financial Closings and Real-Time Reporting:
The ERP’s financial modules have accelerated month-end closings and provide real-time financial reporting, improving cash flow visibility and supporting faster, more informed decision-making. - Artificial Intelligence and Machine Learning Integration:
Over time, utilizing Artificial Intelligence and Machine Learning, Quantum will help us predict outcomes by constantly learning from the data we feed into the system. This advanced capability will allow us to adapt quickly to changing business conditions and optimize decision-making. - Dashboards, Alerts, and Enhanced Managerial Visibility:
Access to real-time dashboards help us manage various verticals more effectively. Custom dashboards, alerts, and analytics provide management with deep insights and oversight capabilities, fostering data-driven decision-making and greater operational visibility. - Improved Accuracy and Productivity through System-Based Approvals:
Automated approvals reduce bottlenecks, eliminate manual processes, increase accuracy, and allow users to focus on high-value tasks. - Streamlined Project and Resource Management:
Project and resource management functionalities provide a centralized platform for tracking project costs, resources, and milestones, essential for project-based companies with specialized requirements. - Comprehensive Audit Trail and Compliance:
The system provides a complete audit trail for all transactions and processes, ensuring compliance with regulatory requirements and enhancing transparency for audits and internal reviews. - Automated Data Checks and Validations:
Integrated data validation and error-checking functions ensure data integrity at every stage of the process, reducing the need for manual corrections and reinforcing quality controls. - Efficient Approval Workflows and Notifications:
Approval processes are now system-driven, utilizing automated workflows and email notifications to streamline and expedite decision-making, with real-time tracking for increased accountability. - Fully Automated Supplier Invoicing and 3- & 4-Way Matching:
Supplier invoicing is now fully automated, with the system performing 3- and 4-way matching to ensure invoice accuracy against purchase orders and receipts, enhancing financial control and reducing discrepancies. - Optimized Workflow Routing and Online Invoice Tracking:
Workflow-based routing allows for consistent, efficient handling of tasks, with online tracking providing real-time updates on invoice statuses and improving transparency in the procurement cycle. - Greater Process Control and Reduced Operational Risk:
Quantum’s structured controls have led to faster and more consistent operations across departments, supporting compliance and mitigating operational risk through robust, predefined processes. - Mobile Accessibility and Digital Assistants:
Mobile apps and digital assistants allow employees to manage tasks from anywhere, supporting flexibility and efficiency in workflows and enabling real-time approvals and updates on the go. - Enhanced Planning and Simulation Capabilities:
Our ability to simulate key drivers that impact our bottom line will help us plan better, enabling proactive management of resources and financial strategies. - Greater Visibility and Agility for Competitive Growth:
Quantum will provide us with greater visibility and agility, helping us grow and remain competitive in a dynamic marketplace. This predictive insight allows us to make informed decisions that align with our strategic objectives and market demands.
- Return on Investment (ROI):
The uniqueness of the project
Project Quantum was carefully designed to ensure a smooth and successful transformation by addressing people, processes, and technology. Before implementation, we undertook a Lean Six Sigma study across all business processes, identifying areas for improvement and developing Value Stream Maps (VSMs) for each. These VSMs provided a benchmark to measure post-implementation efficiencies and helped us accurately gauge the value added by the new ERP system.With over 15 companies across three verticals and numerous project-based businesses with unique requirements, the project involved custom Oracle-based solutions tailored to achieve agility, simplicity, and efficiency. We integrated the ERP with critical business applications to optimize daily operations, standardized processes across companies, refined data, and worked with subject matter experts (SMEs) to transition existing knowledge into the ERP framework with minimal customization.
To support change management, we prioritized early user engagement, exposing them to the new system from day one. Exciting gifts and giveaways, along with gamified learning initiatives, motivated users to engage with the new processes and application. This gamification fostered a positive, competitive culture, ensuring that users felt motivated and prepared to adopt the new system. We believe that people are essential to this transformation’s success, so we took deliberate steps to address the needs of people, processes, and technology at every stage, setting a solid foundation for sustainable change.
- Used software
- Oracle, M365, SAP, IBM, Dell.
- Difficulty of implementation
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Quantum project faced several challenges that tested our resilience and adaptability.
- Managing Senior Stakeholders and Expectations:
Throughout the implementation, managing senior stakeholders and their expectations was critical. Stakeholders had varying degrees of understanding regarding the project scope and timeline, which sometimes led to misalignment and unrealistic expectations. Regular updates, transparent communication, and the establishment of clear success metrics were necessary to keep stakeholders informed and engaged, ensuring that their expectations were managed effectively. - Change of Implementation Partner:
Early in the project, we had to replace our initial implementation partner as they were unable to meet critical business requirements. This change required realigning timelines, transitioning project knowledge, and adapting to the new partner’s approach, impacting initial project momentum. - Turnover of Consultants:
Frequent changes in consultants posed a challenge to project continuity and knowledge retention. Each new consultant had to be brought up to speed on project-specific requirements and business nuances, which added delays and required extra effort from key users to maintain consistency in implementation. - Resistance from Business Users:
Business users exhibited resistance, particularly in adapting to standardized processes and procedures. The shift from customized legacy systems to a unified ERP framework meant significant changes in daily operations, requiring extensive change management efforts and ongoing communication to build user confidence and buy-in. - Agreement on Standardized Processes and Procedures:
Achieving consensus on standardized processes across over 15 companies, each with unique operational needs, was challenging. Aligning multiple stakeholders from different business verticals on unified procedures required prolonged discussions, negotiation, and compromise to ensure that the final processes would be both efficient and applicable organization wide. - Data Cleansing and Validation:
Data cleansing and validation were essential but labor-intensive steps in the project. Consolidating, refining, and validating data from disparate sources across various companies required significant effort from both business users and consultants to ensure accuracy. This process was critical to establishing a clean data foundation for the new ERP system but demanded considerable time and resources to execute effectively.
- Managing Senior Stakeholders and Expectations:
- Project Description
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Project Quantum was a comprehensive transformation initiative aimed at integrating and optimizing operations across 15 companies within three distinct business verticals. It involved multiple specialized modules, covering core functions like Human Resources, Financials, Projects and Supply Chain, along with industry-specific applications for Construction, Automotive, Real Estate, Jewellery, and more. Project Stages: Pre - Inception: Before the project began, we gathered high-level requirements across each company and vertical. A Lean Six Sigma study was conducted to map and identify process improvement areas, and Value Stream Maps (VSMs) were created for all major processes, providing benchmarks for evaluating post-implementation efficiencies.Inception: All the processes were listed and discussed with the nominated key users to ensure completeness.Elaboration: During the elaboration phase, we conducted in-depth analysis sessions where key users dedicated 3-4 hours daily with consultants to discuss, refine, and optimize processes for the new ERP system. This time investment ensured that each module, from HCM and Financials to Plant Machinery and Real Estate, was tailored to meet business needs while adhering to ERP standards. This phase also involved updating SOPs, cleansing data, and ensuring readiness for migration.Build: Each ERP module was configured and customized to align with specific operational requirements. Custom solutions were developed within Oracle to address the distinct needs of project-based companies, making the system agile and user-friendly. Integrations with critical business applications were also implemented, providing a seamless flow of data and supporting daily operations across the organization.User Acceptance Testing (UAT): UAT involved comprehensive testing by end-users, who validated that each module met the business requirements discussed in prior phases. Feedback was collected, and any identified issues were addressed to ensure a reliable and robust system before going live.User Training: A thorough training program was conducted to ensure users were familiar with the new system. Early exposure to the ERP from day one, combined with gamified learning sessions and incentives, fostered engagement, eased change management, and reduced resistance. This preparation equipped users to fully utilize the system’s capabilities by go-live.Transition: The transition phase focused on finalizing data migration and performing pre-go-live system checks. This included validating system integrations, standardizing procedures, and confirming each module’s readiness within the Oracle ERP environment.Go Live: With extensive training and testing completed, the ERP system went live across all 15 companies. Thanks to early involvement and thorough preparation, users were well-equipped to navigate the system effectively, minimizing disruption and ensuring a smooth transition.Hypercare: The hyper care phase allowed for close monitoring of system performance, prompt issue resolution, and ongoing user support. This phase was essential for stabilizing the system and ensuring sustained user satisfaction post-implementation.By balancing people, processes, and technology, and through the close collaboration of key users and consultants, Quantum achieved a well-optimized and unified solution across the organization. This transformation is driving sustainable growth, standardizing processes, and empowering teams with a streamlined, efficient platform tailored to the unique needs of our business.
- Project geography
- Within the UAE.