Allari at Work

Customer name withheld

JD Edwards · Costing · Testing · Production deployment

JDE kit costs did not update after a same-day rerun

How Allari worked with business users to test kit-cost changes, address lookup exceptions and a rerun defect, and deliver the changes to production.

See the work and result

Customer name withheld

JD Edwards · Inventory · Functional support · Validation

Correcting negative soft commitments in JD Edwards

A documented customer example: investigate negative inventory commitments, refresh commitment processing and check the resulting report before closure.

See the work and result

Customer name withheld

JD Edwards · Data validation · Automation · Delivery coordination

Taking JDE data-validation automation through testing and closure

An anonymous delivery example follows a JDE data-validation batch from development through unit testing, demo coordination and recorded completion.

See the work and result

JDE operations competed with an SAP migration.

The problem

Daily JDE operations competed with a major SAP transition.

What we did

Working with the customer’s IT organization, Allari took on agreed CNC administration and daily JDE support using shared services and dedicated resources.

What changed

Internal experts focused on SAP. Support resources reduced as regional cutovers progressed.

Explore the engagement

A lean IT team needed broader support and tested recovery.

The problem

A small internal team could not cover every operating and recovery requirement.

What we did

Allari broadened functional and technical support, implemented a mirrored recovery environment and exercised failover.

What changed

Recovery readiness tested. Selected recurring database checks automated.

Explore support and recovery

Functional support depended on one specialist.

The problem

Business-user requests grew beyond the original technical-support scope.

What we did

Allari added functional and development support and documented knowledge transfer for additional team members.

What changed

Seven training processes completed. The broader shared-service handover remains in progress.

Explore the functional-support engagement

Manual processes complicated new-plant planning.

The problem

Manual steps and spreadsheet workarounds complicated improvements and new-plant planning.

What we did

Allari assessed nine functional areas with users and process owners, separating process, data and system needs.

What changed

Current-state findings, improvement options and new-plant requirements documented. Implementation is a separate phase.

Explore the assessment

Automate the checks. Change the consumption.

The problem

Routine checks required human handling.

What we did

Activated automated checks and reviewed the resulting human effort.

What changed

Reported handling time fell from 1.5 to 0.5 hours. Later reviews describe no charge for healthy automated checks.

Different requirements. One coordination approach.

The problem

Regional application requirements continued during a broader ERP transition.

What we did

Assigned functional and technical owners to distinct application initiatives.

What changed

The 2026 tracker records completed cBenef and September OSGT initiatives, with effort shown against estimates.

Build the method behind the maintenance.

The problem

Scan findings needed dependency analysis and accountable action.

What we did

Mapped affected components, documented constraints and identified a proposed change path.

What changed

A documented assessment and plan; completion requires separate change and validation evidence.