Background
G. James took a strategic step to transform its operations. The company adopted Oracle’s E-Business Suite, a modern ERP platform. This replaced outdated and fragmented legacy systems. The move marked a key milestone in efforts to standardise and streamline business functions.
The team had already implemented core modules. These included Oracle Financials, Payroll, and Assets. They were preparing for “Go-Live.”
As the company shifted focus to the Supply Chain phase, the Executive Team saw a need for preparation. Internal systems, people, and processes required alignment. To fast-track readiness and ensure structure, G. James engaged an independent consulting firm. The goal was to guide the next phase of the ERP Program.
Business Challenge
G. James kept growing in size and complexity. But its legacy systems could not keep up. The old platforms lacked integration, scalability, and visibility.
The Oracle E-Business Suite was more than a system upgrade. It was a foundation for digital transformation.
Preparing for the Supply Chain module was a major challenge. The business needed to align processes, systems, and teams. This was key to maximising the ERP’s value. The Executive Team recognised this phase as critical to the program’s overall success.
Results
CMC led the ERP Program implementation. We focused on governance, execution, and delivery.
We developed a clear ERP Program Charter. It outlined the vision, scope, and goals for all Oracle ERP projects. They also created a Project Charter to guide the pilot rollout.
CMC set up a centralised Project Management Office (PMO). The PMO provided structure, governance, and oversight. CMC also managed the implementation of EPICS, a key system supporting the manufacturing supply chain.
We then delivered a detailed ERP Program Plan. It mapped resources, timelines, and dependencies. G. James retained CMC to manage the program long term. This ensured continuity, leadership, and ongoing transformation success.
