DifGen is a leading pharmaceutical manufacturer, specializes in high-barrier generics and specialty drugs, ensuring access to quality medication. To Automate the Warehouse, Planning and Distribution operations DifGen Pharmaceuticals upgraded with the Oracle OCI, AtomIQ
Streamlined processes across departments resulted in time and resource savings, while new tools and shared information improved teamwork and communication. The user-friendly system and effective training facilitated early adoption, encouraging employees to work more efficiently. However, more efficient planning for data migration and validation could have saved a month of project timelines. Allocating dedicated project hours for subject matter experts (SMEs) rather than on an as-needed basis would have led to more focused contributions. Additionally, planning and execution of CRP and UAT sessions could have been better coordinated within the SME community.
Challenges
- Replace the Legacy SAP R3 system used by the parent Company and Implement a Brand-New ERP system as part of the Spin off Strategy within a challenging time frame.
- DifGen Pharmaceuticals, as a growing Pharma manufacturer, struggled with siloed data and inefficient processes across departments. Their outdated systems couldn’t keep pace with demand, leading to errors, delays, and frustrated employees. They needed a modern ERP system, but ensuring user adoption and minimizing disruption was crucial.
- Automating the Warehouse, Planning and Distribution operations using cutting-edge technologies.
- Managing the business expectation keeping the team engaged throughout the project phase.
- Bringing in financial reporting under one single source of truth, from a scattered data sources.
- Efficiently managing the Inventory at multiple locations.
- Managing the PO Approvals & Warehouse operations using mobility devices.
- Manual Control of Product Costing.
- Lower the Capex Cost, and bring in operational efficiencies
Business Requirements
- Implement the entire JD Edwards suite within the challenging time frame.
- Automate the entire Planning and Forecasting Process leveraging the standard JD Edwards functionalities.
- Eliminate the Manual product Costing Process and automate the entire costing process for better cost management.
- Manage and enhance the warehouse operations using the scanning and mobility options.
- Enhance the Reporting capabilities to meet the new management’s explosive growth vision.
- Standardize the process across multiple companies.
Customer Benefits
- Efficient planning of resources and forecasting of material requirements.
- Streamlined workflows and real-time data access improved efficiency.
- Enhanced cost tracking and improved cost visibility.
- Plugged in Inventory leakages and improved Inventory turnover ratio.
- Enhanced Financial Reporting capabilities helped management in taking informed decisions for fueling growth.
- Lowered the overall TCO and thereby bringing in operational efficiencies.
Lessons Learned
- Streamlined processes across departments saved time and resources.
- New tools and shared information facilitated better teamwork and communication.
- User-friendly system and training enabled early adoption and led employees to work smarter, not harder.
- Data migration and validation should have been planned more efficiently; this would have saved one month of project timelines.
- The SME’s should have more dedicated projects hours, rather than pulling in when needed. This could have led to more focused contributions.
- The CRP and UAT sessions could have better planned and executed from the SME’s community
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