Transforming business processes for global growth
On the 16th of September 2024, JETS went live with new business systems, replacing the legacy ERP (Enterprise Resource Planning) and CRM (Customer Relationship Management) systems.
The transition was implemented simultaneously across all sites in a so-called big bang approach. Such a major change is a significant challenge for any organisation, and Jets Group is no exception.
With that said, overall, the transition has gone really well, with core business processes running from day one. As expected with any system implementation of this magnitude, there have been some system hiccups and an ongoing need for staff training.
Given the amount of change that our organisation has gone through, I am really impressed and grateful for the JETS employees’ stamina and willingness to change, says Trond Jarnes – Business System Manager
Reasons for system change
The main reason for updating the ERP and CRM systems was to create system-supported processes that drive global growth and improve the customer experience.
By integrating these advanced systems, we aim to streamline operations, enhance data accuracy, and promote better decision-making. Additionally, modernising the ERP and CRM infrastructure will enable more efficient management of resources, foster collaboration across different regions, and ensure that customers receive timely services, explains Jarnes.
The updated systems are expected to provide a solid foundation for scaling up business activities and maintaining a competitive edge in a rapidly evolving market.
17% of all employees in Jets Group was major contributors in this project during the implementation phase.
9% of the organisation worked almost full-time on the project.
Dedication
Managing a project of this magnitude while achieving record-breaking revenue highlights the resilience and commitment of the entire organisation.
This success would not have been possible without the dedication of numerous outstanding colleagues, who remained focused even when faced with challenges, states Jarnes.
Defining success
The project developed a "North Star", which outlined the primary objectives of the ERP and CRM project. This initiative aimed to align various goals within the organisation to ensure seamless and strategic implementation of new systems.
A successful outcome for the ERP and CRM project was characterised by several key attributes:
- Control over profitability: Enhanced control across customers, segments, and products enables informed decision-making.
- Capacity and delivery overview: Improved accuracy in delivery times and early detection of potential supply chain delays.
- Information flow: Efficient communication across departments and companies within the Jets Group.
- Customer follow-up: Increased customer satisfaction through improved follow-up routines and system support.
- Lead and sales handling: Efficient management of leads and sales activities.
- Product variants: Effective use of product variants to enhance sales efficiency and reduce custom-made delivery needs.
- Technical information flow: Seamless access to accurate technical information.
- Purchasing system support: Cost reductions and better supplier development through enhanced system support.
We now have the tools to establish robust, system-supported processes that facilitate profitable, global growth and enhance the customer experience.
The new ERP and CRM systems ensure not only a smoother experience, but also stronger partnerships with our representatives and customers built on trust and reliability, says Jarnes.