Restoring Cross-Market ERP Control and Supply Chain Governance
CASE STUDY | ERP OPTIMISATION & SUPPLY CHAIN ALIGNMENT
Proof & Company, a multi-market spirits distributor operating across five APAC markets, required structural realignment of procurement, inventory and distribution workflows following ERP deployment.
The mandate was to stabilise cross-market inventory governance, align Procure-to-Pay and Order-to-Cash workflows, reduce logistics cost leakage and restore executive reporting visibility across a $10M+ inventory exposure environment.
Key Deliverables
• Cross-market ERP workflow optimisation
• P2P and O2C process realignment
• 3PL performance recalibration
• Master data governance reinforcement
• Inventory accuracy and SLOB reduction program
• Executive reporting cadence normalisation
• Structured stakeholder alignment across markets
• Phased adoption model with super-user accountability
Background
Proof & Co operated across five markets in the APAC region with distributed procurement, warehousing and logistics models.
Growth had introduced complexity across:
• Multi-market inventory holdings
• 3PL coordination
• Sales and marketing forecasting
• COGS visibility
• Cross-entity reporting alignment
While ERP infrastructure was in place, process discipline and governance consistency varied across markets.
The business required structural correction — not new technology.
Commercial exposure included:
• $10M+ inventory holdings
• Significant SLOB accumulation risk
• Multi-country 3PL cost variability
• Executive-level working capital visibility
The Challenge
The instability was structural, not systemic.
Key risk domains included:
• Cross-market process inconsistency
• Limited visibility across logistics performance
• SLOB accumulation due to forecasting drift
• Fragmented master data discipline
• Sales and operations planning misalignment
• Reporting distortion across entities
Markets operated semi-independently, diluting governance control.
Without intervention, working capital volatility and margin leakage would continue compounding.
The Approach
The intervention combined operational investigation with structured execution sequencing.
1. Process Investigation & Waste Elimination
• Conducted end-to-end process mapping across procurement and distribution
• Performed root cause analysis on logistics leakage
• Identified 3PL inefficiencies and transport optimisation opportunities
Result: ~15% logistics cost reduction through optimised fulfilment and transport design.
2. ERP Workflow Recalibration
• Realigned P2P and O2C workflows across all five markets
• Standardised master data governance controls
• Introduced iterative ERP optimisation cycles
• Integrated Power Suite applications for real-time visibility
Result: Unified cross-market data architecture supporting executive reporting.
3. Governance & Change Integration
• Established cross-market leadership alignment forums
• Sequenced phased implementation to reduce disruption
• Built structured super-user ownership within each market
• Embedded adoption reinforcement via operational training
Result: Stabilised adoption and reduced off-system workarounds.
Outcomes
• ~15% logistics cost reduction
• ~50% reduction in SLOB holdings (Australia)
• ~10% revenue uplift in NZ and Singapore markets
• Cross-market reporting visibility materially improved
• Working capital governance strengthened
• ERP utilisation normalised across entities