Results at a glance
The situation
The client was a UK-based door manufacturing business operating across two distinct models: a B2C make-to-order operation for exterior products and a B2B division for interior doors. Both required highly dynamic product configuration, pricing logic, and manufacturing execution.
The organisation had embarked on a £35m digital transformation programme to modernise its end-to-end technology landscape. The programme spanned Microsoft Dynamics 365 Finance & Operations, Infor CPQ for product configuration and pricing, two customer-facing eCommerce websites, and WBcam integration to drive CNC manufacturing equipment.
When Omletec joined, the programme had been running for over a year and was already facing severe delays. The primary focus had been placed on the Dynamics 365 F&O implementation, while the supporting ecosystem — CPQ, eCommerce and manufacturing — was treated as secondary. In practice, these systems were fundamental to the customer journey and manufacturing execution.
Omletec was engaged as Senior Project Manager for the Digital and Infor CPQ workstreams — a role that quickly expanded to include the WBcam manufacturing stream, due to its tight dependency on CPQ-generated manufacturing rules.
What made this hard
CPQ was the real engine
Infor CPQ — not the ERP — drove the customer journey, creating sales orders, generating bills of materials, and defining routing at order creation.
20,000+ undocumented rules
The make-to-order model required over 20,000 manufacturing rules, largely undocumented and held only in the knowledge of key SMEs.
Siloed delivery teams
D365 F&O and Infor CPQ teams operated independently, with no integrated planning or shared design authority across dependent systems.
Misaligned methodologies
D365 F&O followed waterfall delivery while CPQ and eCommerce used agile. The two approaches were not coordinated, creating constant friction.
No costing or routing model
Dynamic BOM generation by CPQ meant no active costing existed in D365 F&O. Manufacturing rules were insufficiently detailed for reliable production.
No testing strategy
With thousands of manufacturing rules and no structured testing approach, the risk of defects reaching production was significant.
How Omletec delivered
Broke down silos and established cross-programme governance
The first priority was to address the structural issues preventing progress. Omletec established a governance structure that connected the D365 F&O and Infor CPQ programmes, replacing isolated delivery with coordinated decision-making. This included regular design and alignment sessions with the core ERP team, a full end-to-end design review across all four systems, and clear escalation routes for risks, issues and scope changes.
Design gaps caused by months of uncoordinated decision-making were identified and closed. Communication improved immediately, and rework across teams reduced significantly.
Introduced a hybrid delivery model
The misalignment between waterfall and agile delivery was creating constant friction and missed dependencies. Omletec introduced a hybrid model that brought both approaches under a single integrated timeline. Clear milestones were defined for ERP functionality availability, agile release schedules were aligned to ERP development and testing cycles, and a structured approach was established for managing changes in design, scope or delivery dates.
This enabled dependent systems to plan and deliver in a controlled, coordinated manner — rather than reacting to unplanned changes from the ERP stream.
Recovered CPQ requirements through structured SME engagement
When Omletec joined, the Infor CPQ solution for the B2B interior door division was not fit for purpose. Requirements had been partially captured and lacked the depth needed to support manufacturing and pricing logic.
Omletec worked closely with local subject matter experts to re-capture and validate requirements, establishing structured agile ceremonies — sprint planning, sprint reviews and regular scrum meetings — and acting as the conduit between business users and the Infor CPQ implementation team. Feedback was properly captured, prioritised and reflected in solution design.
This restored confidence in the CPQ solution and ensured it met real business needs rather than assumed ones.
Resolved manufacturing, costing and routing
As the programme stabilised, a critical gap emerged. The dynamic generation of bills of materials and routes by CPQ meant that no active costing existed in D365 F&O. Existing designs could not support reliable production or financial control.
Omletec led a cross-functional deep dive involving ERP, CPQ, manufacturing and finance teams. The outcome was a pragmatic solution: a custom module enabling dynamic cost price activation during sales and production order import, a standardised route framework in D365 F&O by product type, and route IDs passed from CPQ rather than generating new routes per order.
This approach successfully enabled costing, manufacturing execution and financial control to operate together for the first time.
Introduced automated testing at scale
Given the volume and complexity of manufacturing rules, the absence of a testing strategy presented a major risk. Omletec introduced a formal approach covering unit, integration, regression and end-to-end testing cycles, with automated testing triggered after each sprint deployment.
A set of 129 representative configurations was identified, covering approximately 80% of manufacturing rules. Automated scripts were created to validate rule accuracy at scale — significantly reducing risk and enabling controlled progression to later delivery phases.
Delivered eCommerce and CNC manufacturing streams
As dependencies became clearer, Omletec assumed responsibility for the WBcam stream — generating CNC machining instructions based on CPQ configurations — and led the digital eCommerce stream in parallel.
The eCommerce delivery included a full rebuild of two B2C platforms using .NET and Angular, development of a shared API layer integrating with Infor CPQ, and establishment of an agile delivery cadence across development teams. Omletec acted as Scrum Master, removing impediments and maintaining delivery momentum while working closely with the Product Owner to ensure delivered functionality met business expectations.
The outcome
Through the intervention and leadership provided by Omletec, the programme was stabilised and brought back under control. Silos between ERP, CPQ, digital and manufacturing streams were broken down. The delivery plan was re-baselined and aligned across waterfall and agile teams. A functional CPQ solution was delivered, supporting complex make-to-order manufacturing across both B2B and B2C divisions.
Costing and routing challenges — which had threatened both production reliability and financial control — were resolved for dynamic product configurations. Automated testing was introduced across a highly complex rule set, and confidence in delivery visibility, risk management and decision-making was restored across the programme.
What had been a fragmented, high-risk programme was transformed into a coordinated, governed delivery with clear ownership and momentum.
Why Omletec
This engagement demonstrates Omletec's ability to stabilise and deliver complex, multi-system transformations. Value was delivered not through technology alone, but through governance, integration and practical leadership across the entire digital ecosystem.
Cross-programme governance
Broke down silos and established integrated planning across four interdependent technology streams.
Hybrid delivery model
Aligned waterfall and agile methodologies under a single coordinated timeline, eliminating friction between teams.
Requirements recovery
Re-captured and validated thousands of manufacturing rules through structured SME engagement and agile ceremonies.
Technical problem-solving
Designed a pragmatic solution for dynamic costing and routing that unified CPQ, ERP, manufacturing and finance.
Quality at scale
Introduced automated testing across 129 representative configurations, covering ~80% of a 20,000+ rule set.
In complex multi-system transformations, the greatest risk is rarely a single technology — it is the space between systems, teams and decisions. Omletec operates in that space.