Ammerly Consulting

Senior ERP leadership, without the full-time hire.

Fractional ERP lead for Oracle Fusion and NetSuite

I step into Oracle Fusion and NetSuite programs to steady implementations, untangle project accounting and get go-live back on schedule, on a part-time, fixed-monthly basis.

Book an intro call Read the case studies
  1. Project stuck
  2. Go-live slipping?
  3. Brandon, Ammerly Consulting
    Brandon steps inFractional ERP lead
  4. Live, and staying live

The partner works to their SOW. Someone should be working to yours.

If you answer yes to any of these, we should talk.

  • Is there nobody you can spare for a year to run the implementation?
  • Is the partner’s SOW leaving work that nobody on your side owns?
  • Is go-live slipping and nobody can say why?
  • Are CRP and UAT dragging without clear exit criteria?
  • Are you signing change orders you can’t evaluate?
Book an intro call

Client-side ERP project manager.

Client-side implementation lead for NetSuite and Oracle Fusion: requirements, partner oversight, CRP/UAT and go-live.

  1. Requirements

    I map how you work today, design how you’ll work in the new system, and get every process owner to sign off before configuration starts.

    • As-is and to-be process maps
    • Signed requirements by process owner
    • A RACI so decisions don’t stall

  2. Partner oversight

    Your implementation partner works to their SOW. I make sure the half that’s on you gets done, and that scope, change orders and dates stay honest.

    • Your SOW obligations tracked line by line
    • Weekly status and a live risk register
    • Change orders challenged before you sign

  3. CRP and UAT

    Conference room pilots and user acceptance tests written in your business’s language, run until they pass, not until the calendar says so.

    • Test scenarios from real transactions
    • Defect triage with the partner
    • Written UAT sign-off

  4. Go-live

    Data conversion, a mock cutover and the go-live checklist, then hypercare until your own team owns the system.

    • Data migration tracked object by object
    • Mock cutover before the real one
    • Training and handover

Not sure where your project stands?

Start with an ERP health check: a short, fixed-scope review of your implementation plan or live system. You get a prioritised list of what to fix first.

Ask about a health check

Three rollouts, drawn out.

Oracle Fusion Cloud ERP

Three go-lives. One set of books.

A Colorado manufacturer of prefabricated structural steel for commercial buildings, moving off Microsoft Dynamics GP and a wall of Excel trackers. I was program lead, reporting to the CFO and CEO.

Days to close the books each month 2 days down from 10 to 14 days
Show the numbers
WhenDays to close
Before, on Dynamics GP10 to 14
After the final go-live2
Three phases, ordered by business value Each go-live built on the data the last one cleaned up.
  1. Phase 1 Core finance
    • General ledger, AP and AR
    • Fixed assets and tax
    • Procurement requisitions
    • Expenses
    • CRM
    • Payroll integration
  2. Phase 2 Projects and design
    • Project accounting and costing
    • Construction scheduling
    • Procore integration
    • PLM item master
    • Design software to PLM
  3. Phase 3 Plant and supply chain
    • Manufacturing
    • Inventory management
    • Quality management
    • Maintenance management
    • Supply chain execution
    • Receiving and inspection
    • Logistics and shipping
    • Warehouse system integration
    • MFG Suite integration
Every phase ran the same loop
  1. Map processes
  2. Sign requirements
  3. Configure
  4. Pilot, round 1
  5. Pilot, round 2
  6. User acceptance testing
  7. Train and convert data
  8. Go live
Five systems, one core Each integration got its own requirements, data mapping, error handling and test cases.
Oracle Fusion Paylocitypayroll Procoreproject data Design toolsBOMs into PLM Warehouseinventory MFG Suiteproduction picks
  • Feeds Oracle
  • Two-way
  • Business-critical: if it failed, nothing got built or shipped
Twenty-plus voices, decisions still moving
  • Finance
  • Procurement
  • Design and engineering
  • Manufacturing
  • Logistics
  • Construction
  • IT
  • Engineering team in Poland
Process owners’ time committed to the program40%
  1. Numbered process IDs with one accountable owner each
  2. Signed requirements before any configuration
  3. A RACI for every process, so input never stalled a decision
A digital thread from design to job site One record follows every building through its whole life. Each team works from the same data instead of its own spreadsheet.
  1. Design releaseApproved package triggers the import
  2. PLM and BOMOne project bill of materials
  3. PurchasingBought straight from the BOM
  4. PlantBuilt to the same structure
  5. YardInventory and bins tracked
  6. ShippingTruck loads planned by bundle weight
  7. Job siteInstalled, still on the same record

Running alongside the whole way: construction schedules and project costs, together in Oracle project management instead of two separate tools.

  • 2-daymonthly close, down from 10–14
  • End to endvisibility of every building, from design and engineering to installation
  • 1 BOMfor purchasing, manufacturing and truck-load planning
  • 1 systemfor construction schedules and project costs
  • 5workflows out of Excel and email: requisitions, POs, blanket agreements, expenses, receiving
  • GPretired, and separate procurement software no longer needed

NetSuite Manufacturing and WMS

The half of the SOW that’s on you.

A high-end audio electronics manufacturer, replacing Sage with Shopify and FedEx connected. The vendor’s fixed-price SOW covered configuration. I ran everything it left to the client.

process areas mapped
25
unit test cases
199
UAT scenarios
83
data objects from Sage
13
integrations
3
Initiate

Kickoff

Vendor: Kick-off and personalization

  • RACI across 9 owners
  • 25 process areas mapped §3.1.7
Design

Future state signed off?

Vendor: Configuration

  • 13 data objects out of Sage §3.1.17
  • Team training plan §3.1.14
Build

Ready for Walkthrough 2?

4 risks open

Vendor: Fixes for failed tests

  • 199 unit tests tracked
  • Led Walkthrough 2 §3.1.15
Integrate

Shopify and FedEx connected

Vendor: Integrations built and tested

  • Cutover plan
  • Custom reports and forms
Test

UAT passed?

Vendor: UAT consult sessions

  • 83 UAT scenarios §3.1.18
Go-live

Live on NetSuite

Vendor: 30 days of support

  • Mock cutover, then live §3.1.19

§ marks the clause in the SOW’s “Your Obligations” section that the work covered.

199 unit test cases across 9 process flows Warehouse and procure-to-pay had the most to prove.
Show the numbers
Process flowUnit test cases
Warehouse (WMS)41
Procure to pay38
Order to cash34
Manufacturing29
Record to report22
Design to build15
Lead to quote10
Marketing8
Service cases2
13 data objects out of Sage Tracked one by one: template, sandbox, then production.
  • Chart of accounts
  • Historical trial balances
  • Customers
  • Vendors
  • Items
  • Bills of materials
  • Warranty registrations
  • On-hand inventory
  • Open purchase orders
  • Open service orders
  • Demand plans
  • Open customer balances
  • Open vendor balances
  • Master data, 6
  • Open transactions, 7

Mid-build: four open risks

  • High Failed unit tests to fix and re-test
  • High Walkthrough 2 behind schedule
  • High Costly change order for one BOM report
  • Medium BOM data gaps blocking supply planning

Go-live week: the cutover

  1. UAT signed off
  2. Test data cleared from production
  3. Final list data imported
  4. Mock cutover: inventory, orders, POs, ledgers
  5. Starting balances in, live

Procurement, redesigned

Three checks on every purchase.

  1. Shortage flagged
  2. Inventory right? no: reconcile first
  3. Vendor approved? no: onboard the vendor
  4. Over $5,000? yes: route for approval
  5. PO open, ready to receive

Service cases, mapped end to end

Six statuses, from first call to repaired product.

  1. OpenService
  2. Pending repairReceiving
  3. In-houseReceiving
  4. Repair completeRepair tech
  5. Waiting for packagingService
  6. Service completeReceiving

Microsoft Dynamics 365 Finance and Operations

One BOM, from design file to factory floor.

A U.S. manufacturer of prefabricated bathroom pods for hotel, healthcare and residential projects, part of a larger construction group. I led the implementation from requirements to a single go-live.

After go-live
25% higher inventory accuracy System counts finally matched the shelves.
20% less material waste BOMs came straight from engineering, not rebuilt by hand.
The BOM now survives the trip from design to the plant Before, it reached purchasing and production in pieces and planners filled the gaps by hand.
  1. Autodesk RevitPod design
  2. Bluestar PLMItems and BOMs
  3. D365 F&OBuy, stock, plan
  4. Work-order releaseCustom, in-house
  5. Plant floorBuilds the pod
  • One way
  • Two-way
Builds like a manufacturer, bills like a contractor D365 had to do both at once. Deciding how they reconcile drove most of the setup.
The customer project is the backbone A pod order creates a project. Every purchase, production order and cost rolls up to it.
Pod order creates a project
  • FinanceChart of accounts, ledger, payables and receivables set up the way the business reports
  • Project accountingEvery customer job with its own budget, costs, billing and revenue recognition
  • ProcurementRequisitions and POs tied to project demand, so buying follows what the plant will build
  • Production and inventoryBOMs and production orders per pod type, materials tracked from receipt to finished pod
Four areas, one go-live Each area ran the same steps, then everything cut over together, while the plant was hiring and growing.
  1. Map processes
  2. Sign requirements
  3. Configure
  4. Conference room pilots
  5. User acceptance testing
  6. One cutover
  • +25%inventory accuracy: planners could trust what was on hand
  • −20%material waste, from BOMs that came straight from engineering
  • Fewer“specials” bought twice or left over at the end of a job
  • 1 systemfor each job’s budget, actual cost and billing
  • 1 BOMfrom Revit through PLM and D365 to the plant floor
  • 1go-live for finance, projects, procurement and production

How an engagement runs.

  1. 1

    Intro call

    Thirty minutes on what’s happening, what’s at stake, and whether I’m the right fit.

  2. 2

    Assessment

    I review the system, the plan and the people, then hand back a clear picture and a recommended scope.

  3. 3

    Implementation lead, on contract

    A set monthly commitment from requirements through go-live. Mostly remote, on-site when it moves the work forward.

  4. 4

    Handover

    Documentation and knowledge transfer so your team owns the system once I step back.

Where I’ve done the work.

ERP
Oracle Cloud Fusion ERP, NetSuite
Finance
Project accounting and costing, procurement
Operations
Manufacturing, inventory, quality and maintenance management, PLM/PIM
Integration
Design software, warehouse systems, payroll, Procore, e-commerce and shipping
Delivery
Configuration, regression testing, CRP and UAT, go-live
Sectors
Manufacturing, from structural steel to audio electronics. Federal Government programs.
Portrait of Brandon

I'm Brandon.

I've spent more than 10 years inside ERP implementations. Not just running the plan, but configuring the system, writing and running regression tests, leading CRP and UAT cycles, and standing in the room at go-live.

My work has covered project accounting and costing, procurement, manufacturing, PLM/PIM, and the integrations that tie an ERP back to in-house legacy systems. Much of it was delivered as a contractor for Federal Government clients.

Remote by default. On-site up to one week a month when the work calls for it.

Welcome to WordPress. This is your first post. Edit or delete it, then start writing!

Tell me where the project is stuck.

A short note on the platform, the phase you’re in and what’s worrying you is plenty to start. Every enquiry gets a personal reply.

You'll talk directly with Brandon. No account manager, no hand-off.

bterry@ammerlyconsulting.com

Colorado, USA. Remote-first.