Results at a glance
The situation
A global pharmaceutical organisation operating four manufacturing plants across the Middle East and North Africa had invested significantly in Dynamics 365 Finance & Operations — and failed to implement it three times. Despite repeated investment, the programme had never progressed to a successful go-live.
The capability was there. Talented internal teams, experienced systems integrators, specialist CSV consultants, and engaged business partners were all in place. What was missing was the leadership, governance, and delivery structure to bring them together.
Confidence in the programme had eroded at every level. With a hard executive deadline of 1 January 2021 and the onset of COVID-19 eliminating all planned on-site delivery, the organisation needed a partner who could take ownership and deliver.
"Omletec was engaged not to replace capability, but to provide the leadership, governance, and delivery experience where previous attempts had failed."
What made this hard
Three prior failures
Organisational trust in the programme was at its lowest point.
No governance framework
No executive sponsorship, no clear decision rights, no escalation paths.
Ineffective leadership
Existing project leadership was blocking communication and decision-making.
Greenfield implementation
No existing ERP at the pilot site — no master data, no baseline.
Multi-country complexity
Four manufacturing plants across the Middle East and North Africa.
COVID-19 pandemic
All planned on-site delivery eliminated. A non-negotiable deadline remained.
How Omletec delivered
Reset the programme before restarting it
Before writing a single line of configuration, Omletec addressed the root causes of failure. The CIO was appointed as formal executive sponsor. A clear governance structure was designed and implemented, with defined roles, responsibilities, and escalation paths. Ineffective project leadership was removed. Business SMEs were formally appointed for each functional area and aligned with the internal technical team.
This gave the programme something it had never had: authority, accountability, and a functioning decision-making structure.
Redesigned the delivery model
Rather than repeat the failed "big-bang" approach, Omletec moved to a pilot-first strategy. A single site would define and validate a group template, rebuilding confidence and demonstrating value early before incremental rollout to the remaining sites. This reduced risk and gave the organisation visibility and control under extreme constraints.
Enabled fully remote delivery
With international travel halted, Omletec stood up a structured remote delivery environment using Microsoft Teams and SharePoint — enabling consistent collaboration across multiple countries and time zones without loss of momentum or oversight.
Rationalised scope to what mattered
Every previously documented requirement was reviewed and challenged through workshops with business SMEs, internal technical teams, systems integrator leads, and CSV consultants. A large volume of bespoke development requests was critically assessed and reduced to a minimal, justified set — ensuring the scope was both deliverable and aligned to genuine business need.
Built master data from the ground up
With no pre-existing ERP at the pilot site, Omletec worked hands-on with production SMEs and finance teams to define bills of materials, routes, equipment structures, and operational flows. A full standard costing model was developed in partnership with the finance business partner — providing the foundation for both operational execution and financial control.
Delivered to full regulatory compliance
The programme was executed in alignment with the GAMP 5 V-model. Multiple trial data migrations were conducted, and IQ, OQ, and PQ activities were fully integrated into the delivery plan, ensuring a compliant and auditable implementation throughout.
The outcome
The pilot site went live on 1 January 2021 — exactly on the mandated deadline. The implementation met all regulatory and validation requirements, restored confidence in the programme at both executive and operational levels, and established a stable, validated template for rollout to the three remaining manufacturing sites.
A programme that had failed three times was now under effective governance, delivering results, and positioned for global scale.
Why Omletec
This engagement is a clear example of what Omletec does differently. The client did not lack technical skill or committed people — they lacked the programme leadership, governance rigour, and delivery pragmatism to convert capability into results.
Programme recovery
Stabilising a failing initiative and rebuilding trust across every level of the organisation.
Executive governance alignment
Creating the sponsorship and decision-making structure to enable progress.
Delivery pragmatism
Redesigning the approach to fit real-world constraints — including a global pandemic.
Hands-on expertise
From master data and costing models to scope rationalisation and requirement challenge.
Regulated delivery
GAMP 5-compliant execution in a life sciences manufacturing environment.
When a programme has failed before and the stakes are high, Omletec provides the leadership and structure to get it done.