Finance & Supply Chain.
Microsoft Dynamics 365 Finance and Supply Chain Management for global, multi-entity, multi-currency operators. We sequence rollouts so each region keeps shipping while the platform comes together underneath them.
The financial spine and the supply chain spine, on one platform.
D365 Finance & Supply Chain Management is the part of Dynamics 365 that runs the back office of a global manufacturer or a multi-entity operator. General ledger, accounts payable and receivable, fixed assets, financial reporting, intercompany flows. Procurement, inventory, MRP, production scheduling, warehouse management, transportation.
Most stalled F&SC programs we see were stalled in one of three places: the data migration didn't respect the historical realities of the legacy ERPs, the regional rollout sequence didn't match the operating calendar of the business, or the financial close design didn't survive contact with the corporate consolidation team. We have done this work in all three industries that need it most — manufacturing, energy, and project-driven services — and we sequence rollouts so the business keeps closing the books while the platform changes underneath it.
The shape of an F&SC engagement.
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01
Start with the close, not the modules.
We map the financial close before we map the configuration. The chart of accounts, the consolidation structure, the intercompany rules, and the close calendar are the constraints the platform has to honor. Once those are right, the module choices fall out cleanly.
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02
Sequence the regional rollout around the operating calendar.
The Britax pattern: phased global rollout where no region trades operational continuity for the migration. The plant that ships the most in Q4 doesn't go live in October. The region whose tax filing is in May doesn't see a new platform in April. The sequence is part of the architecture.
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03
Supply chain architecture grounded in plant reality.
MRP, production scheduling, inventory, and warehouse management designed around how each plant actually runs — not a corporate template. We walk the floor before we configure. The planner whose Excel spreadsheet has been right for ten years is on the design team, not getting around to it later.
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04
Data migration as a serious workstream.
Most failed F&SC rollouts failed in data migration. Historical balances, open transactions, master data, item attributes. We treat migration as a workstream with its own architect, not as something the implementation team does on the side.
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05
Hypercare through two month-end closes.
We stay on past go-live through two clean month-end closes minimum, and through one quarter-end if the close cycle is quarterly. That is the moment the customer's controllers tell us whether the platform actually works for them. We don't leave before that.
Outcomes we measure ourselves on.
Closes shorten and stop being political. The corporate team can publish on the same cadence every month, every region.
Plant-by-plant accuracy improves toward the same high bar. Consolidated reporting surfaces outliers in time to act.
Documentation generated as a byproduct of the work. The next audit pulls evidence from the system instead of from a binder.
No region trades shipping for the migration. The phased sequence is the architecture, not an afterthought.
Britax
A global child-safety manufacturer with operations on three continents needed a single Finance & Supply Chain platform. We sequenced the rollout so no region ever traded operational continuity for the migration. The platform now runs the financial close across all three regions.
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