Multi-ERP Estate
One unit price. One ledger. One Outcome Team across phases — Legacy → Bridge → Target — at the same operating cadence, through M&A, divestitures, and platform modernization.
When the daily run gets absorbed onto a deflationary operating foundation, your core team gets their capacity back — to deploy architecture, integrate the next acquisition, and run the modernization program your board is actually paying for.
Book a working session See the 3-year math27 YEARSSELF-FUNDED25+ COUNTRIES10+ YR TENURETBM + ITIL CERTIFIED
The Pattern
Two ERPs is double the integration surface, double the patch cadence, double the IAM workflow, double the period-close coordination. Three ERPs is exponential. Add an acquisition mid-contract or a target-platform build on top, and the core team faces a Dual-Execution Crisis: hold the legacy run AND build the target platform — at the same time, with the same people.
Adding headcount closes the gap on paper. In practice, sourcing, onboarding, and ramping senior ERP talent takes quarters you do not have — and the run does not pause for the build in the meantime. The deflationary operating foundation below absorbs the run NOW, so your team's capacity returns to the architecture and integration work the board is actually funding.
The Stakes
A multi-ERP estate doesn't fail in one place — it taxes every seat at the table. The same deflationary foundation answers all four.
CFO
A support line that rises every year — no visible unit economics, no path to compression.
CIO
A modernization roadmap that keeps slipping because senior engineers are pinned to the run.
VP IT / Applications
Ticket aging, vendor sprawl, and after-hours escalation across disconnected platforms.
Audit Committee
Thin line-item evidence of what support spend bought — and weak runbook continuity.
Exhibit · The Consolidation
Today every ERP runs its own queue, its own vendor, its own runbook — and none of them share data. Allari® collapses the L1–L2 run across the entire estate into a single intake and dispatch. Consolidation is the unlock — and what it hands the executive team is the dividend on the right: the data to decide, the cost flexibility to act, one price to scale.
Today · Separate queues
A different vendor on each · a separate bill on each · no view across the estate
Allari · One dispatch
The Outcome Team
One intake. One classification. Every platform, every ticket.
Deeper than L2? An L3 pod spins up against that platform — same ledger, same unit — and winds down as the platform is offloaded. Additive to your current specialists, never a forced swap.
The dividend
See which ERP costs the most to run and where the risk concentrates — answerable for the first time. The fact base your modernization roadmap has never had, in data you own, not a vendor's.
Consumption pricing, no floor. Retire an ERP, divest a unit, or absorb an acquisition and the run cost follows the decision — same month, no stranded fee, at-will. The vendor's revenue can't survive growing your estate's busywork.
One consumption unit on every platform. The next acquisition lands as added scope — not a new vendor, a new SLA, or a fresh negotiation. Growth and consolidation run on the same at-will engagement.
Consolidate the run and the estate stops being five silos to maintain — it becomes one portfolio you can measure, rationalize, and scale, on a ledger you can audit any month. That is the executive dividend.
The Phased Rollout
Allari® does not bid the whole estate on day one. We land where the operational drag is loudest, prove the cadence, then absorb the next platform onto the same ledger when you are ready. No renegotiation between phases.
Phase 1
Allari® absorbs the loudest source of operational drag — the ERP where ticket volume, IAM noise, or recurring failure is highest. OpenBook® opens from day one. Month-1 baselining replaces hypothesis with your actual data.
Phase 2
As confidence builds, the next ERP in the estate moves onto the same operating cadence — same unit price, same discipline, no renegotiation. New platforms land on the existing engagement, not as change orders.
Phase 3
When the target ERP goes live — through M&A integration, divestiture, or modernization — capacity surges to absorb stabilization at the same unit price. Pace set by you. No premium for the cutover window.
Same unit price across every layer. No retainers. No minimums. No long-term fixed-fee contract.
Exhibit · The Deflationary Model
Conventional support is a fixed fee with built-in escalators — when automation retires your recurring work, the vendor keeps the savings. Allari is the inverse: you pay for measured engineering work in 15-minute units, so as repeat work is retired the run-rate compresses instead of climbing. Same model on every platform you put on the estate.
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Year 1
−8%
Year 2
−22%
Year 3
−30%
See the full 3-year mathWhy this matters to Finance
A support line you can forecast — and compress.
Exhibit · Management Control
When five ERPs report through five vendors, no one sees the estate whole. OpenBook® puts every ticket and every 15-minute unit — across every platform — in one report your team, your CFO, and your audit committee review on a regular cadence. The control a multi-ERP owner has never actually had.
OpenBook® · Monthly Estate View
Illustrative Platform Tickets 15-min units MoMEBS · drill-down · 312 units · illustrative
IAM ≈ two-thirds of the platform's run — the flagship slice, detailed below.
Estate · total 528 1097 units −7%Expand any platform to drill into the work behind the number — ticket by ticket. EBS shown open as a sample.
One line item: measured engineering work, submitted as a cost in 15-minute units.
No license-margin uplift baked into the support fee. No per-CPU or per-user hosting markup on the platform you already run. The report shows the work that was done — and nothing you can't audit.
Exhibit · The Core Team's Work Week
TODAY · RUN CONSUMES THE WEEK
RUN · 78% BUILD · 22%Tickets, IAM, batch, month-end, legacy patches. Build is residual.
WITH ALLARI · COMPRESSED, RETURNED TO BUILD
RUN · 48% COMPRESSION · 22 PTS BUILD + VALUE · 30%Senior oversight only. Repeat demand compressed. Hours return to the build, integration work, and value creation.
Illustrative split, refined in discovery against your actual ticket data. Compression curve compounds quarter over quarter as repeat work is retired from the queue.
The Operating Model
Same unit, same OpenBook® visibility, same runbook discipline across every layer of the engagement. The six components below are included in every 15-minute increment — there is no separate line item for any of them.
One named CSM accountable for the cadence, the runbook, and the cost. Embedded inside your Microsoft Teams tenant — not a vendor portal between your team and ours.
Intake, classification, and first-touch diagnosis across the legacy estate and ERP-adjacent tools. 24/7 across your global footprint — not bound to a single time zone.
Escalated tickets that need deeper diagnosis — root-cause analysis, advanced configuration, integration and batch troubleshooting, security tuning — resolved without bouncing to L3.
Provisioning, role moves, report adds and edits, batch reruns, master-data fixes, IAM and SoD pulls — executed end-to-end, not queued.
Every fix writes the steps, the screens, and the named owner into the Dynamic Runbook. Knowledge survives turnover and divestiture — yours, not vendor-locked.
Every ticket, hour, and dollar visible on a regular cadence. You review the same numbers Allari runs on. Methodology auditable any month, by your CFO or your audit committee.
One unit = 15 minutes of executed work, fully documented, openly submitted as a cost.
No retainers. No minimums. No long-term fixed-fee contract. Same unit price across every platform you put on the engagement.
[SCOPE BOUNDARY]
We don't bundle ERP support with software or hosting markup.
Allari has helped customers transact ERP licensing in specific situations, but it isn't the engagement model. Allari's revenue comes from measured engineering work — submitted as a cost in 15-minute units. No license-margin uplift baked into the support fee. No per-CPU or per-user cloud-hosting markup on the platform you already run.
We don't replace the system integrator on a transformation.
On a migration program, the SI runs Build. Allari holds the legacy Run layer so your senior team isn't split.
We don't do project-only engagements that end at go-live.
Allari is engaged for the operating layer — the work that begins the day after go-live and continues for years. Discrete projects exist, but they're inside the operating relationship, not instead of it.
We don't do decks-only advisory.
Allari operates the system. Recommendations are tied to work we'll execute and measure. If you want a strategy deck without an operator behind it, that's a different firm.
Engineering Hypothesis · The Flagship Slice
Public benchmarks for $750M–$5B enterprises with complex, multi-ERP estates show ~68% of the L1–L2 queue is IAM — password resets, provisioning, role moves, terminations, SoD reviews, recerts, federation work. The volumes below are modeled. Month-1 baselining replaces the hypothesis with your actual ITSM data on the same OpenBook® ledger.
Modeled monthly ticket-mix distribution · L1: 55% · L2: 45% · Average resolution ~2.1 fifteen-minute increments. Distribution modeled on public IAM benchmarks for $750M–$5B enterprises in the Complex Multi-ERP profile.
The non-IAM remainder — batch reruns, nightly job restarts, report adds and edits, master-data fixes, PO and AP exception triage, period-close support, reconciliation pulls — runs on the same unit, the same OpenBook® visibility, the same runbook discipline.
Client References · Operating Precedents
Verified outcomes from multi-ERP engagements Allari runs today. Named references available under NDA on a working session.
~$5B
~$5B · 25+ countries · 3,000 users
0
DISRUPTIONS · 5 YRS · 25+ COUNTRIES · TEAM FREED 100%
Allari held 100% of the legacy run while internal architects rebuilt on the target cloud platform across a 5-year, 25-country rollout — plus full ERP operations for the Brazil affiliate. Legacy run held through every cutover; core team 100% redeployed to the new build.
View the case studyJD Edwards
JD Edwards · IBM Power · 15-min unit
−19%
YEAR-1 RUN-RATE COMPRESSION · MULTI-ERP
Replaced a fixed-fee MSP structure with OpenBook® 15-minute increments. Year-1 run-rate compressed 19% — and kept compressing as recurring work was retired across the multi-ERP engagement.
View the case study~$2.8B
~$2.8B · commercial services · multi-year, multi-ERP
−23%
RUN-RATE COMPRESSION · MULTI-YEAR
Allari has run the L1–L2 layer across a multi-ERP estate for multiple years — through acquisitions, divestitures, and seasonal labor swings. The operating model held. Run-rate has compressed under the same OpenBook® discipline.
View the case studyThree Structural Commitments
01
No retainers. No minimums. No long-term fixed-fee envelope that has to be filled. Light month, light cost. When work compresses, the cost compresses with it.
02
Every hour, every ticket, every dollar visible in OpenBook® on the day it lands. One unit price across every platform you put on the engagement. No bundles. No buffer. No black box.
03
Runbooks, automations, documentation, cleanup — every artifact built on the engagement is yours. No clawback. No exit fee. Easy in. Easy out.
For the Committee
A board-ready brief your CFO, CIO, and audit committee can read in five minutes — the estate problem, the 3-year math, and the control model. Built to forward, not to gate.
Download the brief (PDF)We'll show you where it compresses, which platform is the loudest source of drag, and how the next two ERPs absorb onto the same ledger at the same unit price.
Book a working sessionConducted by senior IT enterprise leaders. No SDRs. No sales scripts.
Allari is self-funded since 1999 · No private equity · Accountable to clients, not investors