Our Methodology

I. Project Methodology

The following sections outline our proposed implementation methodology, which includes 15 milestones divided into the following 3 Phases:
1. The Analysis (Solution Definition) Phase refers to the project milestones for analyzing and documenting the client’s process and requirements, configuring the application, and demonstrating the solution to ensure it meets the client’s requirements.
2. The Implementation Phase refers to the project milestones for the physical preparation of the site, the development of customizations, functional and integrated testing, as well as the training of super users and end users.
3. The Go Live Phase refers to the final project milestones for the preparation of the environment (cleaning of data), simulation of go live activities using real life examples, the operational Go Live, and the transfer to customer care when the solution has stabilized.

*Please select the project plan that correspond to the client.

*** 6 Months Project Plan

*** 7 Months Project Plan

*** 8 Months Project Plan

*** 9 Months Project Plan

All project milestones are critical to ensure successful delivery of a quality solution however some milestones are lengthier, contain more steps and require more resources.
In the diagram below, the size of each circle is meant to represent the relative weight of each milestone in comparison with the others.

In this section, the following topics for each project milestone are detailed:

• Objective/Overview
• Importance
• Duration
• Deliverables/Actions
• Meetings
• Documents

Note: All phase durations are approximate and will depend on the project and client process complexity.

1.1 PROJECT MANAGEMENT

Objective/Overview

• Plan and schedule each project milestone/phase
• Maintain an action plan and ensure overall coordination of open actions and deliverables
• Manage the Generix Project Team
• Ensure compliance with the contractual agreements undertaken by both parties
• Validate invoicing
• Monitor budget

Duration:

• Entire duration of the project

Deliverables/Actions

• Steering committee presentation
• Meeting minutes
• Budget indicators

Meetings

• Functional project review (weekly)
• Technical project review (ad-hoc)
• Monthly steering committee
• Weekly project committee

Documents

• Project plan (GANTT)
• Budget indicators

1.2 KICK OFF

Objective/Overview

• Project handover from the Sales Team to the Professional Services Team
• Selection and assignment of the Project Team
• Creation of client order/release and set up project in our internal tracking tool (Back Office)
• Creation and validation of the project plan (GANTT)
• Creation of client’s cloud/model
• Validate the team has access to Cloud Ops for SaaS clients

Importance

• Establish a project plan and Go Live date that are accepted by both parties
• Alignment on the implementation methodology

Duration:

• 1 week

Deliverables/Actions

• Project plan (GANTT)

Meetings

• Knowledge transfer session from Sales Team to the Project Team
• Client introduction call
• Kick off meeting: presentation of the teams, of the project plan (GANTT) and of the implementation methodology

Documents

• Project plan (GANTT)
• Kick off presentation

1.3 EXPLORATION

Objective/Overview

• As a pre-requisite, the client provides process mappings, operational reports and labels, AutoCAD warehouse layout and process videos to enable thorough understanding of the client’s processes
• Exploration sessions to review client processes
• Identification of required interfaces and triggers
• Identification of required operational documents and triggers
• Solution reference manual (SRM) documentation (client processes)
• Future process mappings (Visio)
• Fit-gap analysis: identify, brainstorm and present gaps (if any) and proposed solutions
• Make decisions on processes to be implemented in subsequent phases (nice to haves)
• Identify open actions/next steps
• Seed file (master data) introduction and review
• Introduction meeting for interfaces
• Introduction meeting for site preparation

Importance

• Confirm client processes and aligning on the processes, setting the foundation for all other phases (it is the most important milestone in the project)
• Comprehensive documentation, reviewed and approved formally by all parties is key to success. This milestone will define the scope of the project

Duration:

• 6 – 8 weeks

Deliverables/Actions

• Process mappings (current mappings supplied by the client, future mappings supplied by Generix)
• Reports/labels used (client)
• Data to import – seed files (client)
• Process videos (client)
• AutoCAD warehouse layout (client)
• Solution reference manual – SRM
• Fit-gap presentation

Meetings

• Exploration sessions
• Introduction to seed files (import files) and seed file review sessions
• Fit-gap presentation

Documents

• Fit-gap presentation
• Future process mappings
• Solution reference manual (SRM)

1.4 CONFIGURATION

Objective/Overview

• Configuration of system, which commences in parallel with the analysis of processes/explorations
• Preliminary testing of the configuration in preparation for the working sessions and demos (Workshop Milestone)
• Continuous update/fine tuning of the configuration during the workshops to prepare the solution for functional and integrated testing
  Importance
• The configuration milestone is the first hand on, concrete step in delivering a functional solution which will be employed by the end users

Duration:

• 5 – 6 weeks

Deliverables/Actions

• Initial configuration ready for the upcoming workshops and next steps of the project
• Meetings
• Internal configuration meetings

Documents

• N/A

1.5 WORKSHOPS

Objective/Overview

• Alignment on the conceptual design (feature freeze, concept approval)
• Schedule and perform workshops to demonstrate configured solution
• Documentation of gaps, decisions, configuration changes that may be identified during demonstration sessions
• Update system configuration
• Conceptual design approval by the Client

Importance:

• Introduction of the application to the Super Users
• Validation that the configured solution supports Client’s needs

Duration:

• 4 weeks

Deliverables/Actions

• Formal demonstrations of the configured instance
• Updated gap presentation if additional gaps are identified during workshops

Meetings

• Demonstration workshops
• Fit-gap analysis presentation (if gaps were identified)

Documents

• Fit-gap analysis presentation

1.6 INTERFACE ANALYSIS

Objective/Overview

• Review core interface mappings and identify required fields to be added
• Document interface mappings
• Analysis of the customization requests and their potential impact

Importance

• Ensure all data required for successful functional process is transmitted by interface

Duration:

• 2 – 4 weeks

Deliverables/Actions

• Interface control document (ICD) containing interface mapping
• Meetings
• Interface workshops to review data to be exchanged

Documents

• Interface control document (ICD)

1.7 SITE PREPARATION

Objective/Overview

• Introduce the Client to all activities that must be undertaken to prepare their physical environment (warehouse/plant)
• Provide the client with a technical requirement document detailing set up and configuration of their servers (for on-premises licenses only)
• Preparation and configuration of SQL and application servers for the application
• Cloud Ops preparation (SaaS)
  • Monitoring set up of SaaS environments
  • Set up volumetric indicators for billing
• Installation/configuration of equipment
• Set up of physical environment

Importance

• Allows the client to access to the application
• Provide guidance to the client in equipment purchasing and physical environment preparation activities

Duration:

• 10 – 16 weeks

Deliverables/Actions

• Technical requirements document

Meetings

• Introduction meeting to review technical requirements document
• Ad hoc support

Documents

• Technical requirements document

1.8 INTERFACE CONFIGURATION

Objectives/Overview

• Configuration of data exchange between all systems identified in the Interface Control Document (ICD)
  Implementation of communication channels between all identified information technology systems

Importance

• Interface configuration allows for clean flow of communication between various systems as well as ensures data integrity
• The functional and integrated test scenarios are defined during this step

Duration:

• 1 – 2 weeks

Deliverables/Actions

• Application configured and ready for the upcoming testing

Meetings

• Internal configuration sessions

Documents

• Update of test scenarios

1.9 FUNCTIONAL TESTING

Objective/Overview

• Preparation and approval of detailed test scenarios to be completed, which include unit tests as well as tests of end-to-end processes in the application
• Preparation of the testing environment and data (i.e., import of master data)
• Definition of roles and responsibilities for testing
• Testing of all defined scenarios by both parties
• Creation of process flows for each test performed by the Generix team to help support client testing
• Training and supporting the client in their testing
• Review of indicators to monitor progress, issues, and resolutions
• Identify issues and implement solutions

Importance

• Ensure that all the client requirements have been implemented
• Make sure that all processes are functional
• Ensure product quality

Duration:

• 4 – 6 weeks

Deliverables/Actions

• Test scenarios
• Testing Key Performance Indicators (KPIs)
• Process flows
• Approval of test scenarios
• Testing acceptance

Meetings

• Testing training sessions
• Weekly indicator review
• Ad-hoc support meetings to help client with their testing

Documents

• Test scenarios
• Testing Key Performance Indicators (KPIs)
• Process flows
• Testing acceptance

1.10 INTEGRATED TESTING

Objective/Overview

• Preparation and approval of detailed test scenarios to be completed, which include end-to-end process flows between various client’s systems (ERP, MES, etc.) and their interaction with SOLOCHAIN
• Preparations and approval of all scenarios using physical equipment (handhelds, printers, scanners, etc.)
• Definition of roles and responsibilities for testing
• Testing of all defined scenarios by both parties
• Creation of process flows for each test performed by the Generix team to help support client testing
• Supporting the client in their testing
• Collaborating with third parties (MES, ERP, etc.) to successfully complete the tests
• Review of indicators to monitor progress, issues, and resolutions
• Identify issues and implement solutions

Importance

• Ensure that all the client requirements have been implemented
• Make sure that all processes are functional and the information flows correctly between the various systems
• Ensure product quality

Duration:

• 4 – 6 weeks

Deliverables/Actions

• Test scenarios
• Testing Key Performance Indicators (KPIs)
• Process flows
• Approval of test scenarios
• Testing acceptance
• Meetings
• Weekly indicator review
• Ad-hoc support meetings to help client with their testing

Documents

• Test scenarios
• Testing Key Performance Indicators (KPIs)
• Process flows
• Testing acceptance

1.11 SUPER USER TRAINING

• Objective/Overview
• Schedule creation
• Definition of roles & responsibilities
• Preparation of theoretical training document
• Preparation of demos/creation of data
• Training sessions/demos
• Training approval
• Importance
• Train the trainer approach: Super Users are trained on the application use and tools are provided to Super Users that will subsequently train the end users
  Ensure Super Users have the knowledge required to lead operational team at Go Live

Duration:

• 2 – 3 weeks

Deliverables/Actions

• Theory PowerPoint presentation to help with end user training
• Meetings
• Super user training sessions
• Documents
• Theory PowerPoint presentation

1.12 END USER TRAINING

Objectives/Overview

• Client creates the schedule and plans the agenda of his personnel training
• Super Users prepare the theory that is presented via a PowerPoint presentation
• Creation of data
• Training and demo sessions performed by Super Users

Importance

• Train the end users on the application to be deployed
• Ensure Super Users have the knowledge required to lead daily operations via the application

Duration:

• 4 – 6 weeks

Deliverables/Actions

• N/A

Meetings

• End User training sessions led by Super Users

Documents

• Theory PowerPoint presentation

1.13 MOCK CUT OVER

Objective/Overview

• Practice the cutover strategy and identify any potential issues prior to the actual cutover
• Make sure the duration and timeline are reasonable to execute the actual cutover
• Finalize documents (i.e., seed files) to be used for actual cutover
• Update resource planning for the actual cutover if necessary
• Resolve cutover issues discovered during mock cutover
• Update the detailed cutover agenda and plan after the mock cutover

Importance

• Confirm the feasibility of cutover strategy and plan
• Spot and resolve issues ahead of the actual cutover
• Prepare the designated instance for mock go live practice

Duration:

• 1-2 days

Deliverables/Actions

• Updated cut over plan
• Meetings
• Mock cutover touchpoints

Documents

• Cut over plan
• Seed files

1.14 MOCK GO LIVE

Objective/Overview

• Simulating Go Live by using actual data and physically performing operations to identify any remaining issues and resolve them prior to the Go Live

Importance

• Identifying and eliminating potential issues reduces risk of delays during the Go Live
• Having a last ‘sanity check’ that will drive the final approval of the Go Live

Duration:

• 1 day

Deliverables/Actions

• Formal ‘Go/No Go’ decision

Meetings

• Mock go-live planning
• Regular updates during activities
• Mock go-live debrief and report presentation
• GO – NO GO meeting with Cloud Ops team for SaaS clients (1-2 weeks prior to go live)
  • Meeting invitees: be_solochain@generixgroup.com, mycloudmonitoring@generixgroup.com, crodrigues@generixgroup.com, jmaccipe@generixgroup.com, palouane@generixgroup.com, dgoncalves@generixgroup.com

Documents

• Mock Go Live report

1.15 CUT OVER

Objective/Overview

• Discuss cutover strategy:
  • How to integrate master data
  • How to treat pending orders: inbound, transfer, work, and outbound orders
  • How to create inventory
• Define and plan all steps required
• Creation of a detailed schedule with hourly actions per key resource for the 2 days of cutover
• Identify resources involved and ensure each resource is aware of the cutover plan and their responsibilities
• Preparation of the cut over queries to clean the database
• Ensure production server is fully operational and interfaces configurations are shifted from test to the production instance
• Perform connection tests between the production environment and the ERP/TMS
• Perform a mock cut over to identify any potential issues prior to cut over
• Plan the stop of operations and ensure there are no pending orders
• Perform wall to wall inventory count to ensure inventory accuracy

Importance

• Performing a mock cut over reduces the delay and potential issues during the cut over
• Cleaning the database and uploading final master files ensures data integrity for Go Live
• Performing a wall-to-wall inventory count is a good practice to assures inventory accuracy once live
• Transfer all open orders makes a clean transition into the new application

Duration:

• 2 weeks

Deliverables/Actions

• Cut over plan
• Meetings
• Cut over planning sessions
• Working sessions during cut over

Documents

• Cut over plan
• Go Live Acceptance Document

1.16 GO LIVE

Objective/Overview

• Provide client with a full-time support on questions and issues that arise in operations
• Resolve issues as soon as possible
• Validate the SaaS financial alert
• Advise Cloud Ops team before and after each production deployment
  • mycloudmonitoring@generixgroup.com; be_solochain@generixgroup.com; palouane@generixgroup.com; crodrigues@generixgroup.com;

Importance

• Success of the solution deployment

Duration:

• 2 – 4 weeks

Deliverables/Actions

• Formal project acceptance
• Project post-mortem
• Meetings
• Full time support (hyper care) available at the beginning of Go Live and slowly reduced after a couple weeks as the solution stabilizes
• Weekly Steering Committee meetings to review Go Live status
• Project post-mortem meeting

Documents

• Daily Go Live Key Performance Indicators
• Project Acceptance Document
• Post-mortem PowerPoint presentation

1.17 CUSTOMER CARE HANDOVER

Objective/Overview

• Provide support for continuous improvement projects requested by the client
• Provide support for questions and issues encountered by the client
• Provide support with application versioning upgrade when requested by the client
• Add Customer Care resources to client SaaS environment

Importance

• Ensure that the solution remains stable, and that the clients operational process are fully supported by the solution

Duration:

• Continuous

Deliverables/Actions

• Issue resolution
• Implementation of requested developments and customizations
• Application versioning upgrades

Meetings

• Ad hoc or recurrent if continuous improvement project is in progress

Documents

• Any previous described document that applies to a continuous improvement project that is in progress
• Update of the SRM (Solution Reference Manual)

II. Project Milestones

Throughout the project, there will be key milestones and approvals to be signed by the client. The client acceptance of the milestones is mandatory to ensure that all requirements are being met by all parties through the implementation. The project can only move to its subsequent step if the approval of the previous step is provided in a timely fashion.
Below are the identified milestones requiring client’s approval throughout the project:

III. Resources & Governance

3.1 GENERIX PROJECT TEAM

To manage the project successfully, Generix builds a dedicated team with each member having different skillsets and responsibilities. The Generix project team will be composed of:

• Project Sponsor
• Project Leader
• Business Process Analyst
• Implementation Advisor
• Integration Expert
  Technical Expert
• Customer Care Team (post go-live)

3.2 GENERIX RESOURCE DEFINITION

Project Sponsor

• The Project Sponsor represents the Executive Management
• The Project Sponsor commits to:
  • Represent the management team of Generix Group
  • Coordination of the various Generix Group departments
  • Ensure the project runs smoothly
  • Participate in steering committees
  • Make decisions regarding complex questions presented during steering committees
  • Report project progress to the executive team of Generix Group
  • Ensure project financial health

Project Leader

• The Project Leader is responsible for the management and supervision of project’s scope, timeline, and budget
• Their main duties are to:
  • Monitor project budget and timeline
  • Ensure overall coordination of open action items and deliverables
  • Guarantee quality of the delivered solution
  • Supervise Generix Project Team
  • Lead weekly project review meetings with both the client and internally
  • Approve schedules in collaboration with the customer’s project manager
  • Guarantee respect of contractual agreements undertaken by Generix Group
  • Ensure customers respect the committed to deliverables in the committed to timeline
  • Lead steering committee meetings
  • Validate invoicing

Business Process Analyst

• The Business Process Analyst is/are responsible for configuration, documentation, testing the solution and training of the client’s superusers
• Their main duties are to:
  • Analyze clients’ requirements
  • Configure the application according to clients’ requirements
  • Perform functional and integrated testing
  • Document client processes
  • Document customizations if required (user stories)
  • Train the clients Super Users on the application as well as how to train end users
  • Train end users when specifically requested by the customer (out of the standard project scope)
  • Provide support to client’s questions
  • Participate in weekly project review meetings

Implementation Advisor

• The Implementation Advisor is responsible for the TO BE application design and mapping
• Their main duties are to:
  • Act as a subject matter expert in the configuration and customization of the application
  • Lead analysis sessions and gather the customers’ requirements in compliance with specifications
  • Make recommendations and realign the client and project team towards business and operational best practices
  • Identify the necessary interfaces and data to be migrated
  • Lead and supervise the configuration of the solution
  • Approve the deliverables established by the Business Process Analysts

Integration Experts

• The Integration Expert is responsible implementing and documenting all interfaces with external systems
• Their main duties are to:
• Analyze data requirements
• Document interface mappings
• Configure standard interfaces
• Coordinate developments when required
• Provide support during interface testing

Technical Experts

• The Technical Expert is responsible for the IT infrastructure
• Their main duties are to:
  • Lead client meetings to review all technical tasks to be accomplished
  • Provide ad hoc support on technical tasks

Customer Care Team

• The Customer Care team provides support to the client post Go Live
• Their main duties are to:
  • Create and supervise project plans for continuous improvement projects as requested by the client
  • Provide support on client questions and issues encountered by the client

3.3 CLIENT PROJECT TEAM

To manage the project, Generix recommend that CLIENT assigns a dedicated team with each member having different responsibilities and field of expertise. CLIENT project team will be composed of:

• Project Sponsor
• Project Manager
• Operation Project Lead
• Business process Experts
• IT Project Lead
• IT Expert (Architect, analyst, developers, etc.)
• Super Users

3.4 CLIENT RESOURCE DEFINITION

Project Sponsor

• The Project Sponsor serves as the representative of the Executive Management
• There are committed to:
  • Represent the management team of CLIENT
  • Ensure smooth running of the project
  • Participate in steering committees
  • Make decisions regarding complex question presented during the steering committees
  • Control and approve project’s financials

Project Manager

• The Project Manager is responsible for the project management and supervision
• Their main duties are to:
  • Co-Lead steering committee meetings
  • Participate to on weekly overall project review with Generix
  • Lead weekly project review meetings with both his Operations and IT project leads
  • Ensure coordination of open actions and deliverables within CLIENT team
  • Guarantee delivery quality and ETA of CLIENT team
  • Supervise the CLIENT Project Team
  • Approve schedules in collaboration with Generix project manager
  • Ensure contractual agreements is being met by Generix
  • Ensure commitment of CLIENT project team
  • Lead and supervise internal change management initiatives
  • Validate invoicing
  • Monitor budget

Operations Project Lead

• The operations project lead is responsible for leading CLIENT business process Experts, actively participating in the Solution definition as well as leading the testing and end user training.
• Their main duties are to:
  • Supervise business process experts required to understand CLIENT processes
  • Lead weekly internal functional committee if required
  • Participate in the solution definition Phase
  • Perform functional and integrated testing
  • Support documentation of CLIENT process
  • Train end users
  • Provide support to answer Generix questions
  • Participate in weekly project review meetings
  • Gain sufficient knowledge to become lead in the deployment phase

IT Project Lead

• The IT project lead is responsible for leading CLIENT IT Expert team, actively participating in interfaces analysis and Site preparation as well as conducting/supporting integrated testing.
• Their main duties are to:
  • Supervise the IT Expert team and ensure
  • Lead weekly internal technical committee if required
  • Ensure overall coordination of open actions and deliverables related to interfaces or site preparation/equipment requirements
  • Guarantee delivery quality and delivery timeframes on all IT related aspects (interfaces, site preparation, equipment, etc.)
  • Identify necessary interfaces and data to migrate
  • Support interface mappings and documentations
  • Configure/support configuration of SAP standard interface
  • Coordinate developments when/if required
  • Provide support during interface testing
  • Responsible for the IT infrastructure
  • Provide ad hoc support on technical tasks
  • Ensure proper documentation of all IT related aspect to support deployment Phase
  • Lead IT team for future deployment Phase

Super User

• The “super users” are the customer’s representatives who will participate throughout the implementation in carrying out user tests and training. They are essential during Go Live as they will be part of the onsite support team helping end users in cooperation with the Generix team. Following Go Live, the super users become the representative / knowledge keepers of the solution within the customer teams. The can then provide immediate support to end users, answer questions, open tickets on the support portal and work on continuous improvement projects with Generix.
• Their main duties are to:
  • Participate in the establishment of the final solution during the exploration phase
  • Carry out functional and integrated tests jointly with Generix teams during the implementation
  • Participate in “super user” training offered by the Generix team
  • Provide training to end users
  • Actively participate in change management and end-user mobilization
  • Be the point of reference to the client’s team during and post go live
  • Enter support tickets on the Generix portal
  • Work on future improvement projects involving the solution

3.5 GOVERNANCE

The table below details the recurring meetings that take place during implementation.

Diagram of the Generix Project Team

Diagram of the Clients Project Team

IV. PROJECT MANAGEMENT PROPOSAL

V. Assumptions

Successful support of the SOLOCHAIN application while respecting the contract and SLA is based upon the following assumptions:

5.1 Resource Assumptions

• Resources outlined in the governance plan will be identified and assigned to the project by both parties
• Resources will be available for scheduled on site meetings and conference calls or reasonable notice will be given in case of schedule changes
• Resources will dedicate time to working sessions and to accomplish deliverables on schedule or within reasonable delay
• The Client resources will review deliverables and provide approval or feedback within 2-3 business days of receipt of deliverables and will prioritize the completion of these review activities
• The Client resources will be able to work on technical aspects of the project (interfaces, architecture, database, etc.) as well as operations/logistics aspect of their business (process review, documentation required, process mapping, etc.)
• Under no circumstances will Generix resources, specifically identified by the client, be guaranteed for a project. The client can make a request for a specific resource without any guarantee that it can be met. Generix guarantees, however, that it will always make sure to select a competent team capable of knowing the identified deliverables.
• In the event that the customer wishes to change the resources assigned to his project:
  • The customer must provide explanatory notes justifying his request
  • The customer is aware that replacing a resource already involved could potentially generate delivery delays that cannot be attributed to Generix
  • The customer is aware that replacing a resource may generate additional costs such as the training of the new resource in order to bring it up to standard on the project

5.2 Information Accessibility Assumptions

• Usable data to support analysis, testing, and training will be made available
• Access to all process documentation, in addition to other relevant information needed will be readily available to the project team. This documentation must be provided in a timely manner

5.3 General Assumptions

• A standard work week is estimated at 37.5 hours
• Except for the Go Live, work is expected to be performed Monday to Friday between the hours of 8:00 AM and 5:00 PM Eastern Standard Time
  A rate of 1.5X the standard rate will apply for any request made by the customer to the Generix teams to work on time slots outside standard hours on weekdays:
  • Outside standard Hours on weekdays = between 5:00 p.m. to 8:00 a.m.
  • 1.5X the standard rate will also apply to any work done during the weekend and on Holydays
• The Client shall provide VPN access where required to ensure appropriate system and information access

5.4 Project timeline of 4 months or less

5.4.1 Project Travel

In order to ensure the efficiency of the teams collaboration throughout the duration of project’s timeline of 4 months, it is of utmost importance that the Client Team as well as Generix Team are working together in the same space during the critical milestones of the project:

Kick-Off

• Generix team onsite: PL, Implementation Advisor, Lead BPA
• Client team onsite: Project Manager, Operations Project Lead, Business Process Experts, IT Project Lead, Architect, Analysts, developers

Exploration

• Generix Team onsite: PL, Implementation Advisor, Lead BPA, BPA 2
• Client team onsite: Project Manager, Operations Project Lead, Business Process Experts, IT Project Lead, Architect, Analysts

Workshops

• Generix Team onsite: PL, Implementation Advisor, Lead BPA, BPA 2
• Client team onsite: Project Manager, Operations Project Lead, Business Process Experts, IT Project Lead, Architect, Analysts

Interface Configuration

• Generix Team onsite: Lead BPA
• Client team onsite: Business Process Experts, IT Project Lead, Architect, Analysts, developers (as needed)

Functional Testing

• Generix Team onsite: BPA 2
• Client team onsite: Operations Project Lead, Business Process Experts, IT Project Lead

Integrated Testing

• Generix Team onsite: Lead BPA
• Client team onsite: Operations Project Lead, Business Process Experts, IT Project Lead

Super User Training

• Generix Team onsite: Lead BPA, BPA 2
• Client team onsite: Project Manager, Operations Project Lead, Client super users

End User Training

• Generix Team onsite: BPA 2
• Client team onsite: Project Manager, Operations Project Lead, client super users, client end users

Mock Go Live / Cutover

• Generix Team onsite: Implementation Advisor, Lead BPA
• Client team onsite: Project Manager, Operations Project Lead, Business Process Experts, client super users, IT Project Lead, developers (as needed)

Cutover

• Generix Team onsite: PL, Implementation Advisor, Lead BPA, BPA 2
• Client team onsite: Project Manager, Operations Project Lead, Business Process Experts, client super users, IT Project Lead, Architect, Analysts, developers

Go Live

• Generix Team onsite: PL, Implementation Advisor, Lead BPA, BPA 2
• Client team onsite: Project Manager, Operations Project Lead, Business Process Experts, client super users, IT Project Lead, Architect, Analysts, developers

5.4.2 Custom Developments

Throughout a project timeline of 4 months, the initial project scope will exclude custom developments, along with custom labels, compliance labels and custom reports as well as custom interfaces, along with ASNs.
The solution will be configured within Solochain CORE and features configured without additional developments or customization as to comply with Generix Solution Reference Manual.
All requests for custom features, labels and reports will be listed and addressed in the subsequent phase of the project.

5.4.3 Interfaces

For non-core systems (ERP, TMS, EDI etc), no development will be performed by GENERIX, and the integration build needs to be performed by CLIENT or an integration partner contracted by CLIENT in order to comply with Generix Standard Interface Control Document.
In the event that non-core systems integration needs to be developed that are not ready for go-live, CLIENT is aware that manual data loading and transfer will need to be performed.

VI. Key Success Factors

Being aware of the complexity and the competitiveness of its supply chain has allowed CLIENT to identify the opportunity as well as the requirements to innovate in order to gain an edge against its competitors. Towards this goal, the implementation of a strong WMS system has become essential within its market as well as internally for any division looking to contribute to the achievement of high supply chain performance.

However, these projects, as much strategic as they are tactical and operational, remain complex projects that require significant involvement of all stakeholders whether internal or external to CLIENT. To achieve its goal of quality, agility, innovation, and speed certain key factors must be understood, integrated, and applied throughout the project:

Define clear roles et responsibilities: From the start of the project, it is crucial to identify from Generix and CLIENT key players and team members who will play a supporting role throughout the project. It is important to clearly define the time they will have to spend on the project as well as their responsibilities and the deliverables that will be expected from them.

Establish strong Leadership: Throughout the project, difficult decisions will have to be made and taken quickly. It is important to clarify at the outset what resources will be able to make these decisions or ensure that a structure exist allowing for direct communication with the executive of the company, permitting decision to be taken. It is also through this leadership that the concepts of governance will take all its importance.

A relationship of trust filled with humility: The creation of a trusting relationship within the project team will enable Generix and CLIENT to share their unique expertise and carry a role of “teacher” among each other. When mixed with a humble approach, it gives us the opportunity to also be the “good student” and thus become receptive to learning what the other member must share. Only then can we transform, innovate, and truly improve CLIENT supply chain processes and create value through the implementation of this new technology.

A well-defined “Analysis” phase to ensure a strong foundation: Like any strategic project, building a strong foundation is critical in order to allow CLIENT to build additional floors to this “tower of innovation” that is a WMS. Making sure we take all the time necessary with all stake holder during the analysis phase will be key to build a strong, solid foundation enabling CLIENT to succeed with this first implementation and prepare for the next phase of evolution / innovation.

A detailed change management program through the duration: The implementation of a new WMS is a game changer for every single operator and manager working within a plant or a distribution center. Underestimating the impact of such a change can make the difference between a successful go live and a failed one. CLIENT must make sure through the entire duration that positive leaders are involved to share the good news and make sure that all worries from all operators are being heard and answered appropriately. The training phase will be key to support change through out the organisation.

Thank you for your consideration!

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