Companies Using Oracle ERPCustomer List & Real Case Studies

Challenge

CSG needed revenue recognition compliant with IFRS 15 and ASC 606 for subscription-based bundled products, including splitting performance obligations by POB code, deriving standalone selling price and allocation logic, and delivering to a tight deadline.

Results

CSG moved off its legacy revenue recognition system to Oracle RMCS with reduced operational cost, gained custom billing integration and a single record of active plus three years of historical contract data, and reported a 30% reduction in the overall book closure timeline with minimal reconciliation issues.

Challenge

ISG inherited an ageing JD Edwards EnterpriseOne 9.0 instance from predecessor Murray & Roberts that was used across financials, inventory, manufacturing, procurement and sales. Performance, browser and compatibility problems combined with end-of-life hardware prompted an upgrade.

Results

The upgrade was delivered on time and within budget, and ISG reports that performance, browser and compatibility problems have been resolved. The newer release makes AIS Server, Orchestrations and User Defined Objects available to the business.

Challenge

Pango ran financials on on-premise QuickBooks with manual sales booking, manually built deferred-revenue waterfall schedules and no unified reporting platform. Around 80% of revenue arrived from digital platforms such as Apple, Google and Microsoft on differing billing frequencies, making consolidation and period close slow.

Results

Pango reports financial closing time reduced by 90% and a single source of truth for revenue reporting with drill-down to individual transaction lines. Consolidated financials for 12 legal entities across 5 countries are now produced in Oracle rather than in spreadsheets.

Challenge

PL Developments concluded its IT systems could not support expected growth, and it needed better supply chain control, production floor visibility and inventory planning across a pharmaceutical manufacturing plant in Miami and a bottling and packaging plant in New York.

Results

The company went live in under 10 months, used Advanced Supply Chain Planning to identify a capacity shortfall and add a second shift, met stocking requirements within three months of go-live, and trained roughly 120 users via Oracle User Productivity Kit.

Challenge

Trophy Foods needed a scalable industry-standard ERP platform for its core and peripheral applications, and wanted technical modernisation to produce measurable business benefit without interrupting operations.

Results

The partner reports zero business downtime at go-live, a five-month project duration, more than a 90% reduction in material requirements planning time, and more than a 30% increase in time available for order processing, plus wider use of JDE Orchestrator automation and One View Reporting.

Challenge

United Green ran around 60 group companies across Europe, the Middle East and the Far East, each with its own transactional system, sending results to head office in spreadsheets. Multi-currency capture, intercompany transactions, balance sheet preparation and access controls were all problem areas.

Results

The group gained reporting currency ledgers for real-time trial balances in multiple currencies, reconciliation between the general ledger and sub-ledgers, multiple asset books for depreciation analysis, and the ability to import legacy trial balances into group consolidation.

Challenge

After 20 years on a heavily modified Oracle E-Business Suite, each upgrade behaved like a reimplementation, patching required major outages and long testing periods, and ageing on-premises hardware carried continuing infrastructure cost.

Results

The university moved core financial systems to Oracle Cloud ERP with quarterly feature updates in place of major upgrades, standardised processes previously handled by customisation, and set out to shift from manual month-end reconciliations toward management by exception, with PPM applied to research grant management.

Challenge

AtkinsRéalis needed to overhaul aging infrastructure and consolidate multiple ERP instances into one system; overly complex Oracle screens in the Project Operations and Financials modules hindered project managers from efficiently planning, forecasting, and managing multiple projects simultaneously.

Results

Project manager productivity increased threefold, the billing organization now generates and dispatches over 3,000 customer invoices in standard formats, more than 80 million GBP in customer invoices was generated within the first month of the Wave 1 launch, and EBS was successfully scaled to support 22,500 employees across the UK, Europe, and India.

Challenge

National Pharmacies wanted to reach its 300,000 members through mobile and social channels but ran separate ERP applications that made new consumer-facing services slow and costly to deliver.

Results

With ERP consolidated in the cloud, National Pharmacies developed consumer applications more readily, including an app countdown clock showing time remaining on personalised offers based on prior purchases, and reported more efficient order fulfilment and streamlined operations from reusing standard processes.

Challenge

Syneos Health had scaled globally through acquisitions, leaving finance, workforce, procurement, and project data spread across disconnected systems. Leaders had to reconcile data manually to assemble a reliable view, which slowed decisions in clinical programs that need to launch and adapt quickly.

Results

The rollout achieved a 99%+ data-conversion success rate, cut the system footprint by more than 90%, and moved 81% of supplier invoice processing to touchless. Leaders now work from a single real-time view of workforce, projects, procurement, and finances, and a Center of Excellence continues post-go-live optimization.

Challenge

Managing Oracle ERP implementation across multiple countries with complex integrations to legacy systems, supply chain optimization, and coordinated Application Maintenance services across distributed teams.

Results

Response times to end users were reduced through continuous monitoring and escalation management, process performance was optimized across Procurement, Inventory, Order Management, Finance and HCM, and H24 service delivery was maintained across distributed teams with increased visibility and cost control of AMS services.

Challenge

The Berkshire Hathaway agricultural supply business had run JD Edwards World since 1997 across finance, procurement, inventory, payroll and manufacturing configuration. Heavy JDE use alongside third-party applications produced outages, and both updates and JDE-skilled staff were hard to come by.

Results

Argano describes the phased migration as completed without disrupting the business, giving CTB a natively integrated end-to-end platform on quarterly Oracle update cycles. The write-up states no quantified outcome figures.

Challenge

Mergers, acquisitions and divestitures left ECM Industries with many separate legal entities, divisions, brands and local ERP trial balances to consolidate, while its existing consolidation software was being decommissioned. Manual processes limited automation, KPI support and compliance control.

Results

The close moved from ten days to five, and external reporting is delivered within the first eight days of the month, which the case study describes as about a 20-day improvement. ECM reports faster integration of acquisitions and more visibility across a decentralised business.

Challenge

Elementis set out to replace SAP ERP with JD Edwards EnterpriseOne as its single global ERP standard across four Asian sites. The COVID-19 outbreak blocked the planned March 2020 go-live, and financial and timing constraints meant the cut-over had to be performed remotely rather than on site.

Results

The remote cut-over was completed without business impact, according to the customer's CIO. The engagement extended a decade-long relationship that previously covered JD Edwards rollouts in the Netherlands, Germany and India, with a further SAP replacement planned at an acquired talc mining business in Finland.

Challenge

Gibson's existing EBS footprint carried heavy customizations, mainly in order-to-cash, that were difficult to maintain, and EDI orders could run to thousands of lines in a single order. Label printing, shipping documents and reporting were spread across disparate custom systems including GXS, ProcessWeaver and Loftware.

Results

Gibson reports faster supplier onboarding, improved operational efficiency and data flow after ERP consolidation, and removal of delays in product releases through integrated PLM and ERP. Around 100 EDI trading partners and more than 50 OTBI reports were delivered as part of the programme.

Challenge

Integra needed to modernize processes across application testing, user access, and market intelligence while keeping its single-instance Oracle ERP platform available 24/7. Manual testing of 100+ application tests was slow, and user access requests still relied on paper forms.

Results

Automation cut Oracle ERP testing time by 98%, taking the test cycle from a two-week process needing four or five people to one or two days for a single person, while Oracle ERP access-request processing time fell by 50%.

Challenge

Manual processing of shipping notes received as email attachments consumed approximately 145 person-days annually and cost over €100,000, and business users needed faster access to EBS data without waiting for developer-written SQL queries.

Results

35,000 shipping notes are now AI-assisted annually, reclaiming over €100,000 in legacy manual costs, while the EBS environment continues processing 2 million orders per year and each new AI use case is deployed in days rather than months.

Challenge

Lancashire Constabulary shared an Oracle E-Business Suite 12.1.3 system for finance, HR and payroll with Lancashire County Council; when the Council decided to migrate to Oracle Cloud Applications, the 6,000+-person force needed to separate onto its own EBS instance with no standard Oracle tool for selectively purging shared data, and with customizations that were poorly documented.

Results

Lancashire Constabulary's EBS system was separated with its full data history retained and upgraded to version 12.2 with no major issues, avoiding additional Market Driven Support renewal fees and staff disruption; the engagement secured a five-year managed service and cloud hosting contract.

Challenge

Omni Hotels, with more than 50 properties across the US, Canada and Mexico, faced performance problems from hardware limits and end-of-support status on both its hardware and its ERP software, and could not apply current security vulnerability patches.

Results

Zensar reports performance and speed improved by over 40 percent and describes the resulting system as 100 percent secure and fully regulatory compliant, with reduced capital expenditure and built-in cloud disaster recovery. Full detail sits behind a download form.

Challenge

The Scottish Government ran finance/purchasing and HR/payroll on two decades-old Oracle E-Business systems that no longer met the organization's needs, carried operational risk — payroll in particular was becoming difficult to maintain — and blocked its ambition to build a shared services platform for Scotland's public bodies.

Results

Three weeks after go-live the platform ran monthly payroll for 20,000 employees successfully, and HR and finance data are integrated for the first time, giving a single dataset for reporting and analytics. The platform now provides the foundation for extending shared services to hundreds more Scottish public bodies, though some processes remain to be optimized post-go-live.

Challenge

Seguros Sura needed to modernize financial governance and build a scalable technology foundation to support digital transformation in the insurance sector.

Results

Financial report generation dropped from up to two hours to two minutes, a reduction the case study states at 98%, and manual accounting-close tasks were cut by up to 25%.

Challenge

Heavy reliance on Excel with manual interventions, limited drill-down functionality, cloud hosting limitations, outsourced support delays

Results

Reduced month-end close from 2 days to half a day, instant GL reconciliation, minutes for interface reconciliation

Challenge

Sonoco's Oracle E-Business Suite had reached end of life, performance had degraded over several years, scaling the on-premises estate was expensive, and patching outages conflicted with a requirement for 24x7 availability across more than 200 manufacturing plants.

Results

HCLTech reports improved supportability and security, faster performance, stronger disaster recovery, and continuity of critical operations during patching, alongside process changes including customisation removal, Enterprise Command Center dashboards, AP invoice automation, and improved credit and receivables management.

Challenge

Improve fill rate, reduce inventory and streamline procurement, and distribution processes

Results

Reduced inventory levels by 20% and increased fill rate by 2%

Challenge

Banner sells through distributors under more than 4,000 manually maintained sales agreements. Staff spent significant time locating the right discount, misapplied agreements risked exposing one customer's pricing to another, and up to 40% of price list line items were no longer active.

Results

Traust reports less manual effort on discount administration, controlled visibility of confidential customer pricing, and discount-based agreements that track list price increases without renegotiation at renewal. No quantified savings are disclosed.

Challenge

Belkin's Logility-based supply chain planning could not keep pace with a product portfolio that turns over almost monthly across more than 50 countries. It needed new product introduction planning, sell-in and sell-through forecasting, constrained supply planning and automated order allocation.

Results

Oracle Supply Planning and Demand Management are live, with frequent data exchange between Oracle Cloud SCM and Oracle EBS. Argano reports faster decision-making, better data integrity and wider user adoption, with Global Order Promising and Backlog Management planned. No quantified outcomes are published.

Challenge

Circle K's JD Edwards implementation had been heavily customized, with further customizations added post go-live to resolve incidents or evolving requirements, some without a wholly integrated approach, leaving the system unstable with a high volume of recurring incidents.

Results

The system became more stable, the volume of incidents reduced, delivery of enhancements improved, and migration to Oracle Cloud Infrastructure delivered improved performance and stability.

Challenge

The city needed to bring its PeopleSoft HCM application up to a current image and tools release so it could stay on supported maintenance, receive legislative and tax updates, and access newer delivered functionality.

Results

CherryRoad states the upgrade went live and gives the city access to delivered features that require configuration only, continued Oracle premium support, and ongoing maintenance and regulatory patches. The city's technology manager states the project finished on time and within budget; no quantified productivity or cost figures are published.

Challenge

Climate Pros had outgrown the Sage finance system it implemented in 2016 and still relied on self-developed systems for finance, HR and supply chain. It needed a platform that could scale with rapid growth and acquisitions while working alongside its bespoke invoicing and operations systems.

Results

The platform went live on the 1 January 2024 deadline, manual processes were automated, and two further go-lives followed the initial release. Inoapps continues to work with Climate Pros on an enhancement programme.

Challenge

FirstBank needed to transition from on-premises infrastructure to modernize operations while serving over 17 million customers across multiple regions.

Results

24/7/365 system availability achieved, Total Cost of Ownership reduced by up to 50%, automated financial processes with improved regulatory compliance, and real-time talent management and succession planning capabilities.

Challenge

Heathrow's aging legacy Oracle back- and middle-office systems carried labour-intensive fixed processes, data inaccuracies, and rising costs, and could not support the airport's expansion plans, including a proposed third runway. The build phase then had to be delivered during COVID-19 lockdowns while terminals closed and staff were furloughed.

Results

Heathrow completed the largest business transformation in its 75-year history in January 2022: legacy infrastructure is being decommissioned for cost savings, automation has reduced back-office roles and manual tasks, mobile self-service lets frontline staff handle HR tasks in minutes, and BRM absorbed constant pandemic-era changes in airline and retailer billing arrangements.

Challenge

RiverStone was running an aging, heavily customized Oracle E-Business Suite Release 11i system for its insurance and reinsurance transactions, facing high maintenance costs, risk in upgrading the customizations to R12, and critical financial processes such as group revaluation and reporting handled manually through Excel and Discoverer.

Results

The six-month implementation went live on schedule and within budget, with Fusion Cash Management now handling more than 120 bank accounts across multiple currencies and legacy data flowing seamlessly into the new cloud general ledger; the redesign also delivered Solvency II reporting capability.

Challenge

Southern Star's disparate systems, manual processes, and heavily customized on-premises platform could not support its growth plans, whether organic or by acquisition. Timekeeping and payroll ran on separate programs, and Excel-based workarounds were inefficient.

Results

Finance, supply chain, and HCM now run on one integrated platform: benefits, timekeeping, payroll, and learning sit in one HCM system, employees self-serve personal data changes that previously required calls and faxes to HR, and 400+ field employees file timecards and expenses by mobile app with manager approvals in-app or by email. Automated testing supports smooth quarterly updates, and an integrated barcoding system was added on top of Oracle.

Challenge

TTI ran an older Oracle E-Business Suite 11i footprint that was nearing end of support, with data accuracy problems and processes the operator wanted streamlined. It needed a platform that would scale with a rapidly growing container terminal business.

Results

TTI reports improved total cost of ownership of over 30% and reduced licensing costs. Automatic upgrades cut patching and upgrade support effort, and IT support is now handled by a lean internal team.

Challenge

UT Health San Antonio had run PeopleSoft HCM for more than 20 years while expanding into 24/7 hospital operations, which exposed the limits of a heavily customised legacy environment with uneven documentation and retiring staff holding institutional knowledge.

Results

Baker Tilly attributes the outcome to a dedicated full-time client project manager, early governance and escalation structures, and a Harmonize design phase run before configuration. The payroll phase also moved the organisation from a monthly to a biweekly cycle. No quantified results are published.

Challenge

Manual tax data management processes prone to error, narrow monthly close timeline, need to increase efficiency

Results

70% automated tax processes; 25-50% reduction in time spent on corporate income tax reporting; delivered on time and on budget

Challenge

The Florence, South Carolina software company planned and budgeted through manual spreadsheet consolidation, version tracking and offline reconciliation, which the partner links to bottlenecks, weak user controls and static forecasting models. Leadership lacked self-service dashboards for cross-unit performance.

Results

NexInfo reports centralised financial data, automated planning cycles, stronger governance and audit readiness, and real-time scenario modelling across departments. Outcomes are stated qualitatively.

Challenge

Long financial reporting cycle with manual work and inconsistent results

Results

Reduced financial reporting cycle by 1 day; standardized reporting with consistent results

Challenge

Autocab faced operational risk when the team member who managed its Oracle Fusion Cloud ERP departed, leaving the finance and procurement teams without the in-house expertise to run month-end close, transactional processing and compliance reporting, or to troubleshoot system issues.

Results

DSP resolved the outstanding technical issues, transferred enough Oracle Fusion knowledge to make Autocab's finance and procurement teams self-sufficient again, and added performance dashboards that improved service visibility.

Challenge

Berry Global wanted a strategic JD Edwards hosting solution that would save money, minimize business impact and allow for future divestments, with legacy infrastructure needing modernization across multiple geographic locations and time zones.

Results

The rollout delivered a non-disruptive go-live completed before deadline across 5 JD Edwards sites, with multi-language and timezone-sensitive operations established and freedom from expensive multi-annual hosting contracts.

Challenge

BiC's tax data was spread across multiple systems requiring manual compilation. Country-by-Country reporting requirements in 2017 necessitated a more sophisticated solution than Excel.

Results

Allocation process reduced from one week to one day. Human error risk greatly reduced through automation. Small tax team now confident in meeting tight deadlines for complex reporting. Reduced need for manual reconciliation.

Challenge

Candela, founded in 1970 and headquartered in Marlborough, Massachusetts, ran manufacturing, inventory, financials, procurement and sales orders on on-premises Oracle E-Business Suite R11i supporting operations in 16 countries, and the legacy estate was ageing.

Results

Zensar reports the migration let Candela take products to market faster and respond more quickly to changing requirements. The page summarises outcomes qualitatively; the detailed case study is gated behind a download form.

Challenge

CICE Group needed real-time cargo tracking capabilities its customers were demanding while minimizing operational disruption, maintaining security, and controlling costs on its existing Oracle E-Business Suite environment.

Results

The migration delivered approximately 15% cost savings, improved query times, reports, and transaction performance, and shifted CICE from irregular capital expenditure to a predictable operational expenditure model.

Challenge

The organization needed robust workflow automation across multiple PeopleSoft financial processes to improve operational efficiency and transparency.

Results

The implementation delivered automation, transparency and increasing productivity by 25%.

Challenge

The port ran its accounting and fiscal management on on-premises Oracle E-Business Suite and set out to transform those business processes as part of a cloud modernisation programme.

Results

This is an engagement announcement rather than a completed project write-up: CherryRoad publishes no go-live date, adoption figures or outcome measures for the migration.

Challenge

Formed in 2018 as a spin-off from EQT Corporation, Equitrans needed its own ERP system. It carried outdated legacy systems, paper-heavy finance and HR processes, duplicate data entry across systems and no real-time access to data.

Results

The initial deployment went live in under 12 months and the full programme ran 21 months. Equitrans reports the Oracle solution is more cost-effective to run than the systems it left behind in the parent company, with improved data quality and a supplier portal that shifted accounts payable effort from data entry towards analysis.

Challenge

JODC, one of the largest companies on the Saudi stock market managing 11+ international hotels and 45+ towers, struggled to manage lease and rental contracts across multiple properties, track subcontracted work (60% of work subcontracted) with budgets and interim payment certificates, consolidate supplier statements outside the system, and maintain its on-premise SAP ERP, which also limited disaster recovery and system accessibility control.

Results

The migration streamlined leasing and rental contract management using the Oracle Service Contracts standard module, eliminated manual processes through automation, improved business processes through the cloud migration, and reduced total cost of ownership using RPA-based tools.

Challenge

The agency prepared and maintained budget forecasts across separate spreadsheets and on-premise systems, requiring analysts to gather data from three source systems before analysis could start. It wanted standardised, transparent budgeting across the agency.

Results

CherryRoad reports the agency moved from multiple spreadsheets and on-premise systems to a single source of truth with unified data visibility, and was able to redirect resources toward higher-value projects. No quantified savings or cycle-time figures are published.

Challenge

The direct retailer of party supplies, toys and crafts was running unsupported JD Edwards World green-screen systems and depended on specialist skills that were becoming scarce. It wanted a supported cloud platform that would take regular updates without interrupting trading.

Results

Argano reports better decision support from more usable data and improved procurement processes, with 50-plus high-volume integrations running on Oracle Integration Cloud. Further modules and Argano managed services, including automated quarterly testing, were being prepared at the time of publication. No financial outcomes are disclosed.

Challenge

100+ FSG reports each month with little consistency or version control, slow and cumbersome data access process, 4-hour monthly cycle

Results

Streamlined reporting process, eliminated need for manual Excel work, enabled faster month-end close

Challenge

Oracle Discoverer was complex and cumbersome, making it difficult for non-technical users to create their own reports. Users needed a tool that made data accessible without extensive customization.

Results

Reports now arrive electronically in real time instead of taking days to prepare and distribute. Managers can make faster and more sound business decisions. District eliminated printing costs and manual distribution.

Challenge

Manual point-in-time reporting with no interactivity; reports managed by IT; time-consuming variance analysis; year-end manual copy-paste process taking 4 hours daily

Results

Year-end reporting process reduced from 4 hours daily to instantaneous; budget templates created for 41 different campus areas; improved data trust and accuracy