From Legacy Systems to a Unified ERP

A premium intimates manufacturer with a factory in China and sales in the US/EU was trapped between growth and operational chaos. Their China factory, sales team, and global logistics operated on disconnected systems (legacy ERP, spreadsheets, and basic sales/accounting tools). This fragmentation caused delayed order cycles, invisible inventory, and manual compliance risks.

I led the implementation of a cloud ERP built for China operations, integrated with US/EU sales and logistics systems in real time.  The result was a 65% faster order-to-ship cycle, real-time global inventory visibility, and automated China-side tax compliance.

The Challenge
Manufacturer had the product quality and client relationships of a major player, but operated with fragmented tools:

• System silos: Production in a legacy ERP, everything else in spreadsheets. Orders moved between systems via email.

• Manual compliance: China-side tax compliance was managed via spreadsheets, causing delays and audit risks.

• Invisible Inventory: Shipments between China and destinations were untracked leading to stock-outs or overstock.

• Tribal Knowledge Bottlenecks: MOQ pricing, supplier contacts, fabric lead times existed only in WeChat and memory.

• The delay: Sale quotes took 2-3 days due to email chains between sales and production checking stock and availability​.
   

The Diagnosis
The core need was a single system to synchronize Suppliers ↔ Factory ↔ Global Warehouses ↔ Clients in real time.

The Solution

I project-managed the implementation of a China cloud-based ERP that delivered:

1. Instant Quote Engine – Real-time inventory + automated pricing cut quote time from 3 days to 15 minutes.

2. Automated Workflow – Sales now auto-generate production and purchase orders.

3. Unified Global Dashboard – Live visibility into factory stock, in-transit shipments, and destination inventory.

4. Supplier Portal – PO status, tech packs, and shipping docs tracked in one system, reducing email/WeChat exchanges by 80%.​​

5. Finance Sync – Automated reconciliation between global sales and China costing, reducing closing from weeks to days.
    

De-risked Approach

I served as the translator and single point of accountability between the client and the technology vendor, ensuring alignment:

• Process Blueprinting – I mapped workflow before any software configuration.

• Vendor Selection & Management – Ran the RFP and managed a fixed‑scope, milestone‑based implementation.

• Data Migration Strategy – I prioritized migrating active products, clients, and suppliers; archived historical data for reporting. 

• Phased Go-Live – I ran pilot with the sales team first, then factory planning and production before any external rollout.

Project Timeline
A complete project from start to finish in 5 months:

• Phase 1 – Strategic Blueprint (Weeks 1-3)
  I translated operational pain into a fixed‑scope, milestone‑based plan. A de‑risked roadmap approved before build.
   

• Phase 2 – Vendor Orchestration & Build (Weeks 4-12)
  I managed vendor selection, design alignment, and implementation, delivering a fully configured system ready for launch.
   

• Phase 3 – Staged Launch & Adoption (Weeks 13-17)
  I led phased go-live and training across sales, factory, and suppliers, ensuring the system went live and fully owned by client.
   

• Phase 4 – Outcome Validation & Handoff (Weeks 18-20)
  I validated system performance against KPIs, delivered documentation, and hand off to the client with a validated foundation.
   

Quantifiable Outcomes

• 65% Faster Order Fulfillment – Order-to-ship cycle reduced from 21 to 7 days.

• Real-Time Operational Visibility – One dashboard for leadership replaced daily manual reporting.

• Error Reduction – Order entry/fulfillment errors decreased by an estimated 40%.

• Supplier Communication – Email/WeChat follow-ups cut by over 80%.

Today, the manufacturer operates with real-time visibility, automated workflows, and a unified data foundation – bridging the gap between China operations and global sales. This transformation was delivered through a de‑risked, milestone‑driven partnership, where I acted as the single point of accountability from blueprint to go‑live.
 

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