PS Provider has carried out nearly 100 system procurements. These include everything from complete procurement of large ERP systems with involvement in the implementation, to more focused projects, such as the procurement of a new financial system. Projects have also included more limited projects, such as participation when producing contract proposals and negotiations. Below are a couple of different examples of projects that PS Provider been involved in during recent years.


The procurement of ERP system for major Scandinavian consultancy group


Most of the existing systems lacked either maintenance or/and support contracts and were in need of an upgrade. The company had a complex ERP system situation with many older systems that had extensive adaptations and were poorly integrated with each other. PS Provider was the project leader for the procurement and after the needs analysis and requirements specification were created and evaluated, it was decided that the existing ERP system and most of the side systems would be replaced. Thereafter, PS Provider carried out a market analysis to identify suppliers that best matched the company's need for system support. From the analysis, the project team chose five vendors, who were invited to conduct ERP system demonstrations. Of these, the project team chose to go ahead with two suppliers who then were present during the remaining project stages. A key success factor for the winning supplier was its pragmatic approach to the use of customer-driven contracts, developed by PS Provider, combined with a professional negotiation setting. A year after implementation, there was a follow-up project, where it was noted that the project had resulted in almost all the side systems and integrations disappearing and that the organization had received access to modern functionality while TCO had almost been halved.


The procurement of financial systems for an European steel group


The company has a long history of operations in several places around Europe. This meant that the company's system environment was highly heterogeneous. Overall, each place of business operated by the client worked as an autonomous unit. The decentralization resulted for example in the group having a wide range of ERP and business critical systems. It was decided that PS Provider would undertake a market survey of independent financial systems and financial modules within larger ERP systems that would fit the group's needs. The result of the report was that four systems were selected and the project team conducted an in-depth demonstration of them. The result was that three vendors received the RFP, which had been created by PS Provider, in close collaboration with the project team. PS Provider was responsible for additional information in the suppliers' response to the RFP, and when this was completed, the project group decided to let two of its suppliers continue to the contract and negotiation phase. PS Provider was given the task of creating a customer-driven contract proposal and it was clear relatively early that one of the suppliers was much more accommodating to the project team's requirements and expectations. Two years after implementation, it was found that the group gained access to a variety of modern functionalities combined with a user-friendly interface and that the TCO had fallen by almost a third.


Contract agreement support for a larger food company


PS Provider was contacted in connection with the contract signing and final negotiation. The group operates in a number of locations in Scandinavia. The existing ERP system had not been upgraded in the last ten years, and in some areas had a large number of adaptations. It was also integrated in a variety of third-party systems and proprietary applications. The company had developed great confidence in one supplier but had decided to carry out the final steps in the procurement process together with PS Provider. This was to ensure that the contract and the final negotiation were going to be adequately completed. The project meant that PS Provider first identified all of the company's critical areas. These were documented and then commented on by the supplier within each area, and estimates ranging from risks to the expected time and other expenses were drawn up. After all the completions were undertaken, PS Provider created numerous customized agreements which took into account the client's unique situation. All in all, a number of different contracts were created. For example, contracts for; feasibility study, implementation and licensing, service and support. An immediate result of PS Provider's participation was that the implementation project went better than planned, which also meant that the project used less resources than budgeted and the agreed timetable held.


  The procurement of an ERP system for mid-sized manufacturing group


The company had a complex and heterogeneous systems situation, with an ERP system at the bottom, that had not been upgraded in more than 12 years and a wealth of proprietary applications and numerous integrations. A couple of significant areas of production also had a flawed system support. PS Provider was instructed to work with the project group to create a thorough needs analysis and requirements specification. After the material was completed and processed, it was decided that PS Provider would undertake a market analysis to find appropriate suppliers and ERP systems. It was established relatively early that two systems were particularly interesting. Following the completion of system demonstrations, the project group concluded that one system was a bit of a favourite. It became PS Provider´s responsibility to create a RFQ that reflected the company's relatively complex situation. After the suppliers responded and the material was complemented it was found that the project team's favourite candidate still appealed to the company, but there was a relatively large discrepancy between the two candidates in the projected investment. The gap was so large that it was decided that PS Provider would create a customized feasibility study contract where the client had the right to opt out of the contract if it turned out that the investment would be too extensive. After the feasibility study it was found that the implementation project would be carried out in a number of dedicated phases. PS Provider was also asked to create customer-driven contracts for licensing, service and support, and for the implementation project. The implementation project was successful and two years after implementation it was found that the group had access to adequate functionality in all major areas of the business as well as TCO being reduced by almost 40 percent.