Experts needed elsewhere
- Daily JDE work continued
- Internal team assigned to SAP
- Changing regional demand
Global advanced-materials manufacturer
Global manufacturer · ERP transition
JDE operations competed with an SAP migration.
A JDE support relationship expanded while the internal team focused on SAP, then resources reduced after regional cutovers. The operating relationship adapted as the customer's requirements changed.
Allari at work
The problem. The action. The result.
Own the JDE operating work
- CNC administration expanded
- Daily JDE support taken on
- Shared + dedicated resources
Support follows the transition
- Internal focus on SAP
- Continuity for existing JDE
- Resources reduced after cutovers
How we handled the work
01
Daily JDE work competed with the SAP transformation.
Senior ERP specialists had daily administration, access requests, deployments and user-support work competing with major change initiatives. The operating workload needed an owner before the internal team could focus on transformation.
02
Expanded CNC administration into daily JDE support.
Allari began with consumption-based CNC services, including administration, package builds, restarts and data refreshes. Documented work instructions and activity reporting made responsibilities and effort visible.
The relationship later expanded into daily JDE production support across the customer’s environments while its internal teams focused on SAP. Shared services and dedicated resources covered different parts of the workload.
03
Reduced support resources after regional cutovers.
The customer needed support to follow a staged, multi-year transition. After early regional cutovers, Allari reduced support resources across US and European teams.
Regional discovery and roadmap work organized business-enablement, compliance and sustainment requirements, giving the customer a view of the initiatives to prioritize alongside daily support.
04
Kept JDE supported as demand changed.
The customer gained a partner that could take on more responsibility, preserve operating continuity and scale back when less support was required. The relationship adapted to the business instead of requiring a fixed support footprint.
05
Support JDE operations in China.
Regional operating needs continued alongside the broader ERP transition. Monthly operating reports from May–September 2026 record work against 14 distinct China- or Shanghai-related ticket references.
The recorded work covered China-user mailing-name configuration, medical inventory transfers, sales-order packing-list inquiries, order-price reporting, scheduled JDE jobs and Shanghai acknowledgment printing.
The regional workload shows how day-to-day JDE support continues alongside transformation: application questions, inventory work, scheduled processing and local printing requirements still need coordinated attention.
What this example shows about the approach.
Allari expanded support as the internal team focused on SAP, then reduced resources after regional cutovers. Shared services and dedicated resources covered different responsibilities, allowing the support arrangement to follow the transition.
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 →Keep a JDE project moving while production still needs help
Separate developers handled project delivery and production support during the same two-month period.
Different requirements. One coordination approach
Portuguese-language support connects the Brazil team with completed cBenef, invoice-data and OSGT work.
Functional support depended on one specialist
Seven training processes completed. The broader shared-service handover remains in progress.
