Carpet Tile Orders in Order with Oracle JD Edwards Order to Cash

Interface casus

Outdated software poses significant risks, especially in production environments. When your system no longer aligns with your current way of working, extensions aren’t compatible, and knowledge of the old software fades, it’s time for a new solution. But how do you ensure everything runs smoothly during such a transition? And how do you bring colleagues on board who have been using the old system for years?

Cadran and Interface took on this challenge by implementing Oracle JD Edwards’ Order to Cash (O2C) system. This process streamlines everything related to a customer order – from order placement to final payment. Below, you’ll find the key success factors. You can read the full case study [here].

1. Discussing new processes

When switching to new software, it’s essential to first assess your current workflows. Together with all stakeholders – from managers to consultants – you need to critically evaluate what can be improved. Simply replicating the old system isn’t an option. At Interface, this process was handled thoroughly, with extensive discussions and improvements. This approach provided a solid foundation for the transition.

2. Thorough preparation for the transition

Proper preparation is critical to avoid downtime. The existing warehouse management system (WMS – which automates processes like inventory management) was updated first. It was then linked to the new system. Thanks to months of meticulous planning, everything was transitioned over a single weekend. The result? Only three days of administrative downtime. By comparison, at other Interface locations working with different partners, processes were halted for six weeks.

3. Collaboration is key

The transition to the new system was a significant undertaking. Twelve integrations between various systems (interfaces) had to be created, and multiple sub-projects were executed simultaneously. This required intensive collaboration. Experienced Cadran consultants worked nearly full-time at Interface to answer questions directly and resolve issues swiftly. Thanks to this close collaboration, everything stayed on schedule.

4. Training and guidance

Many Interface employees had been using the old system for 15 to 30 years, making the transition a major change for them. Significant time was devoted to training and guidance. Key users – colleagues who could support others – received extensive training. Additionally, more than 500 end-users were trained through a dedicated e-learning program. This package included clear instructions, quizzes, and certifications to ensure everyone was well-prepared to work with the new system.

Ed Pieters Managing Partner

Ed Pieters

Managing Partner