Customer engagement · ERP operations

JDE support during
an SAP transition.

$5 billion global advanced-materials manufacturer

An engagement that began with CNC administration expanded into daily JD Edwards production support. The client’s internal team focused on SAP.

See how the responsibility changed

Customer identity withheld. Allari-reported engagement scale.

How the responsibility changed

The support scope followed
the operating workload.

  1. 01 / Starting scope

    CNC administration

    The engagement began with administration of the JD Edwards environment.

  2. 02 / Expanded responsibility

    Daily JDE support

    Allari added daily production support using shared and dedicated resources.

  3. 03 / Regional cutovers

    Reduced support resources

    Support resources reduced after regional cutovers as the remaining JDE workload changed.

Allari’s role was JD Edwards support during the customer’s SAP transition. This account does not establish SAP implementation delivery or completion of a global SAP migration.

Recorded operating work

Operating work continued
in China.

Monthly operating reports
May–September 2026

14distinct China- or Shanghai-related
ticket references in the reports

The activity entries record configuration, inventory, order-output, reporting and scheduled processing work in the customer’s JDE operation.

Configuration
Secondary mailing-name settings
Inventory
Medical inventory transfer issue
Order inquiries
Sales-order packing-list inquiries
Reporting
Scheduled order-price reports
Scheduled processing
Scheduled-job errors
Local output
Shanghai acknowledgment printing

Summary of monthly operating reports. The count refers to ticket references with recorded activity; closure and approval status are not established here. Customer identity and ticket identifiers withheld.

Further documented work

Separate records from
the relationship.

These examples describe distinct periods of the engagement. They are not measures of the SAP transition result.

ERP team mobilization

25 JDE resources, assembled within 10 weeks.

The manufacturer asked Allari to put together 25 resources to support JD Edwards. Allari assembled the team within 10 weeks for this manufacturer’s JDE support requirement.

Earlier CNC delivery · Reported result

120 hours a month redirected to higher-priority work.

Earlier CNC delivery documentation reports that the customer’s CNC team reallocated an average of 120 hours per month from routine operating work to major projects, process improvement and management tasks.

This reported monthly reallocation came from the earlier CNC phase of the relationship, before the SAP transition.

Allari-reported engagement information. Customer identity withheld. Figures describe the stated phase and are not a guaranteed result for another engagement.

Your operating workload

What still needs an owner
while your team handles change?

Bring one ERP workload. Review the responsibility, required skills, coverage and controls before agreeing an engagement.

Discuss one workload

Scope and commitments are agreed for each new engagement.