Our IT department’s achievements are nothing short of remarkable. They implemented our new ERP system at three Vetico factories over a period of just one and a half years. Ruud Verheijen describes this “open-heart surgery” process.
Up until now, every Vetico plant has had a warehouse management system (WMS), an enterprise resource planning system (ERP) and an accounting package. Every new order submitted to the production line was accompanied by about 15 pages of documentation. However, following the implementation of the new ERP system, things look very different for three factories. “Microsoft Business Central gives us three systems in one,” says Ruud. “And each branch uses the same system. There are specific applications for paperwork such as timekeeping and quality control. This vastly simplifies things for all of our colleagues.”
Professionalization and beyond
The new system is already delivering more digital data, better quality assurance and greater efficiency in basic processes. For example, all information is automatically captured correctly, ranging from packaging material to the expiry date. Inventory management has also become easier (for our customers too!) thanks to track and tracing, and transactions are immediately visible in the financial overview. The professionalization process is not yet complete, however. “The ERP system provides a platform for many more improvements,” says Ruud. “For example, we can use AI and robotic process automation to automate certain operations. These are great opportunities to enhance efficiency, enabling us to realize our growth ambitions.”
support from management”
“Just go for it”
Ruud helped to devise custom solutions, provided training and was responsible for the system going live. He reflects: “It was a bit like open-heart surgery. For 25 years, we’ve worked with a single party that provided custom solutions. Now we have a standard system with add-ons and specific adaptations. That has a considerable impact on our operations. Fortunately, we have a ‘just go for it’ culture here, and we received outstanding support from management. This helped us to really focus on the project.”
Taking the corners at full speed
“Ultimately, we delivered a great team performance,” continues Ruud. “I had the feeling we were on a train that was taking the corners at full speed, and we had to try and stay on course. We succeeded in the end, but not without encountering a few bumps in the road. For our colleagues, of course, it was quite a challenge to switch to a more process-oriented way of thinking. If someone flips a switch now, the whole company could be affected. On-the-job training showed them not only how the system works, but also the benefits it provides.”
The next steps
The IT team have taken great strides forward in the past year and a half, but they are by no means finished. “We will be working on the automation of item tracking in the near future,” says Ruud. “That’s an interesting challenge, because we package numerous products with different features and requirements. More than a hundred business rules will have to be unified into a single logic. We’re also developing a multi-year plan that takes into account relocations, new construction and implementation at other sites. Future-proofing is the guiding principle for all of these efforts. And we’ll also enjoy taking on those new challenges!”
