Improve complexity by focusing on a sector ERP

Get efficiency and agility through one Innovative ERP today there is an automatic development, both on the customer and supplier side. As soon as you want to implement it, however, you realize that even the best features “on paper” are not always a guarantee. The most important thing is compatibility oradaptability to specifications by the sector and by the company itself. Gai Macchine’s experience is the most explicit demonstration of this. For Altea IN, which followed the adoption of ERP Infor LN, the challenge was to deal with the complexity that makes it unique in the market, to preserve and improve it.

From the “comfortable” ERP to the ERP that looks to the future

Maintaining a 100% Family Management – Net of External Collaborations for Specific Skills – Gai Macchine has been producing machines since 1946 and has expanded over the years as well in France And in USA. It is aimed at both small wine producers and the industrial sector, covering all phases, from design to production, up to after-sales. “We are conceptually very different from our potential competitors. 90% of the components in a machine are made by us, the other players design and assemble then, but outsource the production, ”says Guglielmo Gai, CEO of Gai Macchine.

Its “age” and its character of family business must not give rise to prejudice: Gai emphasizes how strong the internal drive for innovation is, also thanks to the context in which it operates. “Since 2009, there has been no shortage of opportunities to When we worked in an agricultural sector that has been investing for some time, we did not have to wait Industry 4.0. The implementation of new technologies has always been regularly rewarded by the market, allowing us to evolve and grow regularly, year by year, 8-10% “ explains.

It is therefore not surprising that the company a few years ago felt the need replace your own ERP. “It had worked well for decades, it was now extremely customized, like a comfortable used garment. However, we realized that we are bound by our own adaptations: There was no room to look to the future with implementations that would make us make progress and further separate us in the market, ”says Gai.

To push the company towards a change of ERP also some technical and strategic needs that have arisen over the years. That of one commercial configurator to convert agreements on orders into e.g. concrete orders. Or that of an international coverage of after-sales assistancefor the offices in France and the United States.

The choice of a software that is “aware” of the sector

Gai is aware of the complexity of the company’s character and market positioning, and Gai has chosen the ERP that is more “aware” of its sector and compatible with the family but particularly innovative structure it wishes to represent. “Infor LN proved to be best suited for manage orders and the typical dynamics of our business and in Altea IN consultants the most ready to respond to our specific needs, ”he explains.

Also reassuring in terms of long-term efficiency is the certainty of not seeing the adjustments made disappear every time update of software, but to convince, the right degree of rigidity is shown by Infors ERP. A strong advantage for Gai, “because it requires more concentration, commitment, understanding and reduces the risk of error “.

From the final “yes” in June 2018, Gai Macchine has been preparing for 6 months 80% migration of its activities, then carried out in January 2019. ”In February, we returned to work at full capacity, leaving only secondary parts such as assistance management and the commercial configurator. It was good Cooperation also with Altea IN and several teams worked in parallel. In 2020, we replicated in France. Despite some language problems and a lack of IT staff, we completed the process efficiently and with enormous benefits ”.

Ready to expand into the United States, Gai is aiming for an “intercompany” ERP

The transition to the new ERP, with the support of Altea IN, did not disrupt the company’s procedures and business. “We did it more efficient processes as we were already doing: it was worth a lot more than a revolution, ”explains the CEO. Gai places particular emphasis on aspects such as handling orders, including the material list, integrity with the many vertical software already in use, optimizing automatic inventory and the internal data enhancement.

Among the valued benefits, Gai tries to illustrate some of those most valued by professionals, starting from the implementation of a technical configurator more performing. “We had one suitable for our traditional activities, but insufficient when we first entered a new sector, with customers accustomed to abroad decision-making autonomy. By providing a BOM without levels, the old software forced the help to intervene by interpreting the problems according to their own experience without technical information. With the new configurator and differs on several levelseven the youngest staff can provide assistance on 15-30 year old machines by understanding the context of the intervention.

Thatintegration withEAM for an efficient exchange of information on the development of products over time. “The previous software had no potential future developments and had a very fragile integration. Today we start with two products that talk to each other from the beginning, an advantage that will prove to be crucial to our business,” adds Gai. the implementation of Infor LN itself has experienced a development thanks to the integration of 3D drawing program. The alignment between the two put an end to the manual passage of documents and data, a waste of time and the fear of making mistakes.

A similar “relief” was also felt by being able to communicate with French colleagues using Infor LN. Before each office had its own management system and each passage of information was controlled manually, today there is a direct connection. “We have achieved efficiency by minimizing errors and repetitions of activities. By all working on the same bill, we have achieved better performance in both technical assistance and order management ”.

If Italy invoices 56 million euros, France reaches only 20 by dedicating itself to marketing and assistance. It is therefore an office with an important weight for the balance and for the global strategy of Gai Macchine, which today also embraces the US market. In the overseas office, the new ERP is on its way, another important step towards one “Intercompany” ERP. An expression invented by Gai to represent his entrepreneurial design, but also the efficiency gained in connecting processes, people and territories.

Editorial contribution developed in collaboration with Gai Macchine

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