About the Client
A UK and US based veterinary pharmaceutical manufacturer with sites across multiple countries. The company covers companion animals, equine, and food-producing livestock. European and American divisions had grown separately, each on their own systems, and that fragmentation was becoming a drag on the business.
Business Challenges
- Too many systems, no single picture:
Oracle EBS, SAP, and other regional platforms held finance, procurement, supply chain, and product data in separate silos. Accurate group-level reporting required assembling information from all of them. - Finance close was slow and error-prone: AP, AR, cash management, and fixed assets each needed reconciliation across systems before month-end could close. The effort was high and the margin for error was real.
- Procurement ran without visibility: Purchase approvals, supplier onboarding, and spend commitments were disconnected. Teams had no clean view of what had been ordered, committed, or received at any point.
- Supply chain reacted rather than planned: Order management, warehouse execution, and fulfilment were not connected to planning. Problems were visible only after they had already affected the business.
- Product data conflicted across regions: New item introduction, bill of materials, and engineering change orders worked differently in each division. Conflicting records slowed product launches and created audit exposure.
- Integration was expensive and brittle: Legacy system connections were built case by case. Maintaining them cost more each year and made every new requirement harder.
What We Did
- Started with advisory and design: Ran a structured design phase across both divisions to map current processes, agree on a common operating model, and build a single global template before any configuration began.
- Deployed Oracle ERP Cloud: Implemented GL, AP, AR, Cash Management, and Fixed Assets on a unified chart of accounts, giving both divisions a shared close process and a single view of treasury and financials.
Built procurement on Oracle SCM Cloud: Configured supplier onboarding, purchase requisitions, purchase orders, and approval workflows so spend and commitments are visible across both regions in one place.
Connected supply chain end to end: Implemented Supply Chain Planning, Order Management, and Supply Chain Execution together so demand, fulfilment, and warehouse operations work from the same data.
Standardized product lifecycle globally: Deployed Oracle PLM Cloud to govern new item introduction, bill of materials, and engineering change across all sites from a single item master.
Replaced legacy integration with Oracle PaaS and OIC: Built a clean integration layer on Oracle Integration Cloud, removing point-to-point legacy connections and making future integrations repeatable.
Delivered Application Management Services post go-live: Supported stabilization and continued platform management as adoption grew across both divisions.
Value Delivered
- One system, one operational picture: EBS, SAP, and other legacy platforms were retired. Finance, procurement, supply chain, and product lifecycle now run on a single Oracle Fusion Cloud instance.
- Consistent processes across both divisions: Same workflows, same data structures, same governance. Group reporting is directly comparable without translation or manual alignment.
- Decisions based on current data: Planning, execution, and finance are connected. Leaders can see what is happening across sites and act in time to matter.
- Stronger compliance posture: Standardized change control and auditable workflows across ERP, SCM, and PLM reduce regulatory exposure and make audit preparation a structured process.
- A foundation that can grow: The OIC integration layer and unified data model mean adding a site, connecting a system, or integrating an acquisition is now a repeatable exercise.