Delivering ERP-Enabled Integration, Governance and Operating Model Control
CASE STUDY | ERP INTEGRATION & OPERATIONAL OPTIMISATION
APTCO (Naley Consolidation Program)
ERP Integration & Multi-Entity Operating Model Alignment
Sector: Manufacturing / FMCG
Sponsor: CEO
Engagement Period: 2024–2025
APTCO (Australian Pet Treat Holding Co), a private equity-backed consolidation of founder-led pet food manufacturers, required the structured integration of Nova and WAG operations into a unified ERP-enabled manufacturing and distribution model.
The engagement mandate was to stabilise multi-entity ERP deployment, consolidate warehouse and production operations, and re-establish cross-functional governance across finance, supply chain and executive reporting - within a live food manufacturing environment managing material working capital exposure.
Key Deliverables
• Multi-entity Wiise (Business Central) ERP activation
• Tasklet WMS integration across warehouse operations
• Cross-site consolidation and logistics network redesign
• Governance framework establishment (RAID, reporting cadence, decision controls)
• Master data governance reinforcement
• UAT sequencing and defect discipline reset
• SOP-driven operational adoption model
• Executive reporting normalisation
Background
APTCO represented a strategic consolidation of two independently operated pet food businesses under private equity ownership. Each entity operated with differing warehouse logic, production processes, inventory governance standards and reporting cadence.
The integration required:
• ~$14M inventory exposure to be stabilised
• ~$20M annual logistics flows to be governed
• $4.5M transformation program oversight
• Consolidation of brownfield sites (Keysborough, Cheltenham, Heatherton)
• Maintenance of PrimeSafe compliance and retail distribution continuity
The business remained fully operational throughout the program.
The Challenge
The structural challenge was not technological — it was architectural.
Growth and acquisition had outpaced control. Instability existed across:
• ERP configuration misaligned with warehouse execution
• Inconsistent master data discipline
• Fragmented 3PL reliance diluting accountability
• UAT sequencing under live production pressure
• Cross-functional drift between finance, planning and operations
• Limited super-user ownership at site level
Any misstep risked:
• Retail contract disruption
• Working capital volatility
• Compliance exposure
• Executive reporting distortion
Integration required structural correction inside a live, compliance-sensitive manufacturing environment.
Commercial Exposure
The program carried direct exposure across:
• Working capital
• Inventory accuracy and lot traceability
• PrimeSafe compliance
• Multi-entity financial consolidation
• DIFOT performance
• Production yield and wastage
• Labour cost discipline
Failure of sequencing would have materially impacted:
• Retail distribution contracts
• Cash flow
• Food safety compliance
• Executive reporting integrity
The Approach
The intervention was sequenced across five control layers.
1. Structural Consolidation
• Designed centralised production and warehousing model
• Activated freezer/chiller zoning and intake inspection controls
• Reduced distributed 3PL dependency
• Established unified inventory governance logic
2. ERP & WMS Activation
• Led Wiise multi-entity configuration
• Integrated Tasklet WMS into execution layer
• Aligned Procure-to-Pay and Order-to-Cash workflows
• Embedded lot-level traceability controls
• Re-established UAT discipline and cutover gating
3. Governance Architecture
• Implemented RAID framework and executive reporting cadence
• Defined decision authority across functions
• Reinforced finance–operations alignment
• Embedded structured super-user accountability
4. Live Environment Risk Containment
• Maintained uninterrupted production
• Phased migration from legacy systems
• Deployed hands-on operational training within shifts
• Introduced SOP-led adoption reinforcement
5. Change Integration
• Built site-level super-user network
• Transitioned ownership from program to operational leaders
• Embedded accountability into defined role structures
Outcomes
• ERP-enabled operating stability achieved post-merger
• $14M inventory exposure structurally controlled
• $20M logistics flows aligned to centralised governance
• Multi-entity financial consolidation operational
• Reduction in off-system workarounds
• Executive reporting integrity restored
• Operational shutdown avoided during consolidation
• Cross-functional alignment materially strengthened