JDE stabilized in Brazil. Regional roadmap delivered. Global migration uninterrupted.

A global advanced-materials manufacturer needed its Brazil entity stabilized — tax compliance, infrastructure modernization, and growth enablement — while the global SAP migration ran in parallel. Allari® delivered a multi-year strategic roadmap covering all three dimensions, with 16,790+ project hours mapped.

Telemetry Dashboard

24 Mo

Strategic roadmap spanning covering three primary drivers.

3

Legal compliance, system sustainment, and business strategy (growth initiatives).

16,790+

Total hours mapped across all three drivers with precise resource allocation.

3-DR

Three-Driver Strategic Roadmap separating mandatory from discretionary investments.

Source: Strategic Roadmap Documentation | Global advanced-materials manufacturer Brazil Entity

The Brazil entity of a global manufacturer of advanced materials and medical solutions faced a complex strategic challenge: while the organization initiated a multi-year enterprise migration to SAP, the Brazil operations were scheduled to remain on JD Edwards (JDE) for a significantly longer duration.

Due to the relative enormity of the global enterprise compared to the regional entity, global IT leadership had become somewhat disengaged from the specific technical and regulatory needs of Brazil. To bridge this gap, Allari assumed support for the global JDE instance — allowing global IT to focus on the SAP project — and developed a 24-month strategic roadmap . This roadmap provided the critical data and strategic guidance necessary for global leaders to approve and fund the stabilization of the Brazil environment.

Diagnosis — Regional Drift During Global Migration

The primary challenge was maintaining a high-performance, compliant ERP environment in Brazil while the broader enterprise shifted its focus toward a major platform transition. Four compounding failure modes were identified:

Strategic Disconnect

Global IT leadership was prioritized toward the enterprise-wide SAP migration, resulting in a communication gap where regional requirements were often managed in isolation. The Brazil entity's technical and regulatory needs were not receiving the executive attention required to secure funding and resources.

Regulatory Volatility

The Brazil entity must comply with high-velocity tax reforms — such as CBS/IBS — to maintain its legal license to operate, invoice, and import. Non-compliance is not an operational inconvenience; it is a license-to-operate risk.

Infrastructure Obsolescence

Administrative components were operating on Windows 2016, representing an immediate security risk as the operating system reached End of Life (EOL). The JDE platform required 64-bit conversion and a Tools Release update to remain supportable.

Growth Bottleneck

Legacy IT debt acted as a "capacity cap," limiting the transaction volumes required for the planned regional expansion strategy. The infrastructure could not scale to support the business growth that regional leadership was planning.

DIAGNOSIS

Regional entity operating in regulatory and infrastructure risk state while global IT focus migrates to SAP. No executive visibility into mandatory compliance timelines. Infrastructure debt creating a capacity ceiling on regional growth. Dual-track ERP challenge requiring bridge strategy.

The Intervention — Three-Driver Strategic Roadmap

Allari organized the 24-month initiative into three "Primary Drivers" to provide global leadership with clear visibility into mandatory versus discretionary investments. This framework was critical: it separated non-negotiable legal obligations from strategic growth initiatives, giving executive decision-makers the data to prioritize and fund appropriately.

Mandatory IT Obligation

This driver addresses the non-negotiable regulatory requirements that determine whether the Brazil entity can legally continue operations.

The "Truth Chain" Framework: Allari implemented a four-step validation process involving government decrees, software code translation, tier-one tax advisory validation, and local business sign-off. Each compliance change passes through all four gates before deployment — eliminating the risk of incomplete or misinterpreted regulatory implementation.

Tax Reform Execution: This driver manages critical transitions including Split Payment Implementation and Stage 3 ICMS/ISS transitions under the CBS/IBS reform framework. These are not optional enhancements — they are legal prerequisites for continued invoicing and import operations.

Mandatory IT Obligation

This driver addresses the infrastructure debt that must be cleared before regulatory waves and growth demands compound the risk profile.

• • Enterprise Hosting Exit: Executing the mandate to eliminate self-managed local servers by migrating to a modern IaaS environment.
• • Platform Modernization: 64-bit conversion, JDE Tools Release update, and upgrading legacy server environments to supported operating systems.
• • Planned SaaS Transition (OSGT): The roadmap includes the mandatory future migration from the on-premise OneSource Global Trading (OSGT) Platform to a Cloud/SaaS version, staged for a January 2027 kickoff.

Growth Initiatives

Regional Growth Enablement: This driver focuses on functional enhancements and automations designed to scale sales and operational volume for the regional expansion strategy. Unlike Drivers 1 and 2, these are discretionary investments — but they are the investments that generate return. The roadmap structures them so that infrastructure debt and compliance prerequisites are cleared first, ensuring growth initiatives execute on a stable foundation rather than compounding legacy risk.

Operational Outcomes — Strategic Visibility Restored

Enhanced Strategic Visibility

Allari served as the primary bridge between the local business team and Global IT, providing the technical and financial data required for enterprise-level decision-making. The roadmap translated regional complexity into a format that global executives could evaluate, fund, and govern.

Comprehensive Resource Allocation

The 24-month roadmap outlines a strategic effort exceeding 16,790 project hours — giving leadership precise visibility into the scope, sequencing, and resource requirements across all three drivers.

De-Risked Infrastructure

The schedule "clears the technical deck" of infrastructure debt before major regulatory waves hit, ensuring stability during the global SAP transition.

Operational Continuity

By assuming support for the JDE global instance, Allari freed global IT resources to focus on the SAP migration while ensuring Brazil's operations remained scalable and compliant.

Strategic Impact — Bridging Global Standardization and Regional Growth

"This roadmap bridges the gap between Global IT standardization and local business growth, removing the foundational barriers to regional expansion."

By providing the expert guidance and regional context that global leaders lacked, Allari successfully navigated a "dual-track" ERP challenge — moving the Brazil entity from a state of regulatory risk to one of scalable operational agility. The three-driver framework ensures that every dollar invested is categorized, justified, and sequenced: mandatory compliance first, infrastructure sustainment second, growth enablement third.

The result is not just a technical roadmap. It is the decision instrument that global leadership needed to govern a regional operation they could not directly oversee while executing the largest platform migration in the company's history.

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