Under a court-supervised asset sale, the asset purchase agreement required two non-negotiable closing conditions: exit the regional production data center and stand up a new third-party logistics provider in JDE on day one of close. Allari executed both as bankruptcy court obligations, then installed the delivery team that has held the post-close run-state backlog at zero through the ownership transition and beyond.
- Sector
- Luxury Goods / Watches & Accessories
- Platform
- JDE EnterpriseOne
- Scope
- Migration → Custom Build → Zero-Backlog Sustainment
The ownership gap
REGIONAL INFRASTRUCTURE EXIT REQUIRED BY APA
Regional data center exit as a closing condition
The asset purchaser required exit from the regional production data center as a condition of the asset purchase agreement. The cutover window was not negotiable — the JDE EnterpriseOne environment had to be migrated to a public cloud platform and the regional data center decommissioned before close, without disruption to the 24×7 global operation.
3PL day-one operational requirement
The asset purchaser's chosen third-party logistics provider had to transact in JDE on day one of close — a binding APA condition. No custom JDE programs existed for the new 3PL's Shipping Confirm, Pick Transaction, or Inventory Movement workflows. They had to be designed, built, and rolled into production before close.
Migration, custom build, and production support — delivered as one engagement
Rather than splitting the work across three vendors and absorbing handoff risk between phases, the manufacturer kept all three workstreams under one operating partner. Allari executed the regional infrastructure exit, designed and built the custom JDE programs that made the new 3PL operational on day one, and then installed the delivery team that has held the run-state backlog at zero ever since.
PHASE 01 · REGIONAL INFRASTRUCTURE EXIT
PHASE 02 · 3PL TRANSITION CUSTOM BUILD
Three custom JDE programs built for the new 3PL
Allari designed and built three custom JDE programs supporting Shipping Confirm, Pick Transaction, and Inventory Movement — the workflows the asset purchaser's chosen third-party logistics provider needed to transact in production. Specification, build, and rollout happened in a compressed window so the new 3PL was operational on day one of close — a binding APA condition. This is the evidence that production-support partners can write net-new custom JDE code when the business requires it.
PHASE 03 · PRODUCTION SUPPORT INSTALLED
Zero-backlog sustainment across multiple JDE Tools Releases
The Allari team that runs Phase 03 today is the same team that proved out Phase 01 and Phase 02 — institutional memory carried forward, not reconstructed at each handoff. The operating mechanisms below are how that durable ownership is maintained as a steady-state outcome.
DELIVERY COORDINATION — PRODUCTION SUPPORT STACK
What the three-phase engagement produced
CUSTOM JDE PROGRAMS
3
Purpose-built JDE programs supporting Shipping Confirm, Pick Transaction, and Inventory Movement for the asset purchaser's 3PL — operational on day one of close per APA requirement.
BACKLOG STATE
Zero
JDE production-support backlog held at zero through the ownership transition and as a sustained post-close outcome — not a one-time cleanup. Held across multiple JDE Tools releases.
CONTINUITY
Multi-year
One operating partner across all three phases — through court-supervised timelines, ownership transition, and post-close steady state. Operating knowledge retained across project and support responsibilities.
A regional production data center decommissioned per APA closing condition — the JDE environment migrated to a public cloud platform that has carried every subsequent phase.
Three custom JDE programs designed, built, and rolled into production so the asset purchaser's 3PL transacted in JDE on day one of close — a binding APA requirement met on schedule.
Zero JDE production-support backlog held as a steady-state outcome across multiple JDE Tools releases — not achieved once and abandoned.
Two concurrent development streams running simultaneously: project work shipped in parallel with production sustainment.
A continuing delivery team retained operating knowledge across project phases and production support.
Core team freed from contractor pipeline management and inter-vendor coordination — operating attention returned to the business.
Institutional memory preserved across all three phases — the delivery team carrying Phase 03 today is the same team that proved out Phase 01 and Phase 02.
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