Needs moved closer to users
- Finance process requests
- Testing and go-live support
- Knowledge held by a specialist
Wilbur-Ellis
Distribution · Functional support
Functional support depended on one specialist.
As needs shifted toward business-user support, Allari added functional and development expertise and practiced documented processes with additional team members. Broader shared coverage remained in progress.
Allari at work
The problem. The action. The result.
Extend beyond technical support
- Functional + development work
- Service-item tracking
- Documented knowledge transfer
Broader coverage in preparation
- Seven training processes complete
- Practical execution under review
- Shared handover still in progress
How we handled the work
01
Finance and user-testing requests needed support.
A distributor with an established ERP and internal technical team needed more help with finance processes, user testing and business requests. An effective specialist could address immediate needs; long-term coverage required shared knowledge.
02
Added functional and development capacity.
Allari supplied functional and development expertise, including support around user testing for a planned tools-release go-live. A service tracker organized work across finance and operations: payment processing, integrity checks, sales orders and month-end activities.
03
Documented and practiced seven processes.
The transfer plan combined procedure review, learning from the specialist, questions and practical execution under review. Team members completed seven training processes as Allari prepared broader shared-service coverage. The wider operating handover continued as a separate workstream.
04
Broader shared coverage is being prepared.
Allari’s role broadened as business-user needs grew, even as demand for the original technical service declined. Documented work and practical knowledge transfer provide a foundation for coverage beyond one individual.
What this example shows about the approach.
Seven completed training processes turned individual knowledge into documented, practiced team capability. That gave the wider operating handover a stronger foundation while its remaining work continued.
For current shared services, consumption can increase or decrease with agreed demand without a long-term shared-service commitment. Dedicated resources, projects and service guarantees have their own terms.
Explore the delivery system →Documented customer work · March 2026
Make operating knowledge usable by the next person.
A distributor's invoice-recovery procedure documents how to reconcile a nightly application handoff, identify unsuccessful processing, re-send the affected invoices and verify completion. The output is a usable operating procedure, not simply a closed request.
A separate transfer plan records seven completed training processes. Team members read procedures, learned from the specialist, asked questions and demonstrated execution back under review. The broader shared-service handover remained in progress.
That sequence connects documentation to practical team capability. It also creates useful process context for future automation and AI-assisted work, subject to access controls, testing and human oversight.
Explore the operating foundation for AI →Decide together what knowledge transfer is for.
Knowledge transfer has a clear purpose: build backup capability for processes the customer retains, or prepare Allari to execute work being transferred. Agree ownership, the transfer objective and the applicable commercial arrangement before training begins.
Give the IT team one front door for support
Email requests entered a shared queue, with Allari triage and escalation to the customer’s IT team.
Keep a JDE project moving while production still needs help
Separate developers handled project delivery and production support during the same two-month period.
Manual processes complicated new-plant planning
A nine-area assessment gave the customer process findings, improvement options and requirements for a new plant.
