Master Halco Case Study: Infor M3 Implementation

  • August 1, 2018

Master Halco is a leading, premier manufacturing and wholesale distributor of perimeter security fencing. Established in 1961, Master Halco, previously known as Master Fence Fittings, was started by Donovan O’ Donnell who produced a limited variety of chain-link fittings. In 1980, the company acquired Halco Fence & Wire, and concurrently acquired 12 service centers, and a manufacturing plant specializing in galvanized chain link fence fabric. Three years later, both companies merged their names to be now known as, Master Halco.

Master Halco was using a 20 year old highly- customizable, legacy ERP hardware system that was difficult to maintain, develop and upgrade. It didn’t provide the necessary means to operate and access data that was sustainable to gather sound decision-making assessment to drive performance in the manufacturing and distribution space. The need for a Single ERP system was crucial in driving performance improvements and goal stabilization among company processes.

A set of goals and expectations were aligned with a committee taskforce to determine the appropriate Single ERP system package. The committee taskforce was comprised of the following key decision makers: CEO, COO, CIO,CFO, functional experts and additional members on the board.  

After vendor evaluation, LeanSwift Solutions, Inc was chosen as the Infor M3 vendor of choice. The implementation of Infor M3 13.4 Cloud Suite initial time range for project completion was estimated at 9 months; however, with delays in consulting resources and additional time for training, the project was extended for another 6 months. The total project took 15 months to complete.

Infor M3 13.4 Cloud Suite is being used among 450 licensed M3 users along with 100+ using the customized Factory Track. The ERP system is being used across the entire organization enterprise: All order to cash, purchase to pay, finance and manufacturing processes.

Due to the Infor M3 13.4 Cloud Suite implementation, Master Halco has met their budgeted profit in the first month after go-live. There were no negative sales impact, and the company has quickly used the new system with an aggressive training schedule among internal business units. This new system has allowed the company to concentrate on sales and processes without using additional resources internally from the IT department.

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