Hitachi Consulting UK Implements Global Microsoft Dynamics AX Platform Upgrade for PING
Hitachi Consulting UK has announced the completion of a major upgrade of PING's Global Microsoft Dynamics AX Platform from version 4.0 to 5.0. The upgrade is expected to provide technical and ongoing support of the platform along with global standardisation of PING's Customer Service system (PCS), which handles customer orders, processing, manufacturing and shipping. The system is expected to dovetail with accounts receivable to help deliver full integration, up to date functionality and support for later enhancements.
Founded in 1959 by a mechanical engineer who decided to invent a better golf club, PING is a privately-held company that employs 1,200 people and produces several hundreds of thousands of golf clubs every year with exports to 65 countries around the globe.
Due to the global requirements of the project, PING required an experienced team to help identify and validate business requirements against standard Microsoft Dynamics best practice processes and configuration, define the solution to be delivered – including agreement on all gaps from the standard product – confirm a realistic and deliverable timeline and cost for the solution, then design and build the agreed solution.
Hitachi Consulting delivered the project using its Consensus delivery methodology for Microsoft Dynamics. This five phase methodology is designed to deliver projects with a structured and business led approach, while mitigating the inherent risks associated with ERP projects.
The new system provides much greater visibility of customer orders and the entire process cycle. It enables PING to produce regular, automated reports as well as customised ad hoc reports to assess performance and service levels against defined KPIs. The upgraded system can cope with its users, which have reached well over the one hundred mark spanning the U.K, U.S. and Japan and its current 2000 transactions a day, and can be extended with further back office integration.
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