Industrial & Manufacturing Implementation Support | BASZ Group

Industrial & Manufacturing Implementation Support

ERP, WMS, TMS, MES, EDI, Automation, and M&A Supply Chain Unification—planned, stabilized, or recovered.

Industrial and manufacturing implementations don't break because the software is "bad." They break because operations, data, integrations, and cutover discipline don't get managed with the intensity the floor requires.

BASZ Group supports industrial teams through the hardest parts of change: new system rollouts, multi-site transitions, carve-outs and integrations, 3PL takeovers, and remediation after a struggling go-live.

Talk to an Implementation Advisor Get the Industrial Implementation Readiness Checklist

What makes Industrial & Manufacturing implementations different

Industrial environments tend to combine high variability with high consequence:

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Mixed-Mode Operations

Make-to-stock + make-to-order + service parts in the same network

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Traceability Requirements

Lot/serial, quality holds, recalls, audit trails

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Material Complexity

BOMs, substitutions, packaging hierarchies, units-of-measure conversions

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Physical Constraints

Line-side replenishment, staging, kitting, constraints by equipment and labor

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Automation Dependencies

WCS/PLC interfaces, scanners, label formats, scales, conveyors, AS/RS

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Multi-Site Reality

Plants + DCs + 3PLs + cross-docks + supplier-managed inventory scenarios

When those realities aren't baked into design/testing, go-live becomes a scramble.

The most common pitfalls (and what they look like in the real world)
Pitfall 1

Data "looks fine" until it hits the floor

  • Inconsistent UOM conversions cause pick/pack failures
  • Item master and BOM inaccuracies trigger shortages or over-issues
  • Location and slotting design doesn't match handling reality
  • Supplier part numbers and internal part numbers aren't reconciled
Floor Symptom
"We can't transact what we actually do."
Pitfall 2

Integrations are treated like plumbing—not operations

  • EDI mappings work "technically" but don't support exceptions
  • ERP–WMS–TMS handshake breaks during partials/backorders
  • Labeling/ASN flows don't match customer compliance rules
  • Quality systems don't release inventory cleanly
Floor Symptom
"Everything's stuck in a queue."
Pitfall 3

Testing proves screens—not outcomes

  • Test scripts don't cover rework, scrap, holds, substitutions, expedites
  • No volume testing for wave planning, shipping, or label printing
  • Automation and RF edge cases aren't exercised
  • Returns/RTV and service parts flows are skipped
Floor Symptom
"It worked in UAT… but not at 7:00 AM Monday."
Pitfall 4

Cutover is under-scoped

  • Inventory accuracy isn't validated prior to conversion
  • Open orders, WIP, and in-transit inventory aren't governed
  • "Day 1" rules (what freezes, what moves, what escalates) aren't clear
  • Roles, permissions, and exception handling aren't rehearsed
Floor Symptom
"We don't know what's real."
Pitfall 5

Change management is assumed

  • Supervisors aren't trained to run exceptions
  • Job instructions don't match new process design
  • KPIs change but expectations don't
  • Temporary workarounds become permanent debt
Floor Symptom
"We're slower—and nobody knows who owns what."

Where we engage (pick the support you actually need)

Typical transition & digitization timelines

These are common ranges for industrial environments—scope, site count, and readiness can shift them.

  • Discovery & Current-State Mapping 2–6 weeks
  • Future-State Design & Fit/Gap 4–10 weeks
  • Build / Configuration & Integrations 6–16+ weeks
  • Testing (SIT/UAT + Volume + Exceptions) 4–10 weeks
  • Cutover Planning & Dress Rehearsals 2–6 weeks
  • Go-Live + Hypercare Stabilization 4–12 weeks
  • Optimization & KPI Maturity 8–24+ weeks
Callout:
If you're doing automation, budget additional time for hardware readiness, WCS/PLC testing, and edge-case rehearsal.
M&A supply chain focus areas (what breaks first)

When unifying two industrial organizations, these are the friction points that cause delays and hidden cost:

  • Master data conflicts
    Item IDs, UOM, customer/supplier naming, packaging specs
  • Network overlap
    Plant/DC footprint decisions, cross-ship rules, freight strategies
  • Service levels
    Different OTIF definitions and performance baselines
  • Policies and controls
    Cycle count rigor, quality holds, auditability, approval flows
  • Operating model mismatch
    Who plans, who buys, who owns inventory decisions
  • System reality
    "Standardize on one" vs. "coexist then converge" needs governance
Practical approach:
A staged plan that preserves operations first, then harmonizes.
What "good" looks like (measurable outcomes)
  • Stable shipping cadence within days—not months
  • Clear exception ownership with a daily operating rhythm
  • Inventory accuracy improves (not just "system accuracy")
  • Backlog decreases week over week with transparent root causes
  • OTIF stabilizes while cost-to-serve becomes visible
  • Supervisors can run the floor without escalation dependency
How we work (simple, execution-forward)
1
Assess
Current state, risk, readiness, integration map
2
Align
Operating model, RACI, critical flows, success metrics
3
Plan
Cutover + testing strategy + contingency paths
4
Execute
Floor-first support, issue triage, daily cadence
5
Stabilize
Burn-down, control reinforcement, optimization roadmap
Deliverables you can expect
  • Implementation risk & readiness scorecard (ops/data/integration/testing/cutover)
  • End-to-end process maps (including exception flows)
  • Cutover plan + dress rehearsal scripts + Day 1/Day 2 playbooks
  • Integration inventory (ERP/WMS/TMS/MES/EDI/automation touchpoints)
  • Testing framework: scenarios that reflect real floor conditions
  • Stabilization command center model (cadence, triage, reporting, ownership)
  • M&A unification plan (30/60/90 + governance + convergence roadmap)

Looking for more?

Planning a rollout? Recovering from turbulence?

If you're industry is Industrial or Manufacturing and you're staring at a transition, takeover, remediation, or M&A unification— let's reduce risk and protect your operations.

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