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Case study · Manufacturing
A global manufacturer running AX 2012 and a competing legacy ERP needed to consolidate onto a single platform that could scale across seven plants in four countries. The constraint that mattered: the business couldn't tolerate unplanned downtime on financial close or production-order processing.
The challenge
The manufacturer ran AX 2012 in North America and a competing legacy ERP in Europe — both customized heavily, both falling out of vendor support, both increasingly expensive to operate. Consolidation onto Dynamics 365 F&O was the strategic decision; the execution had to land without disrupting production.
Our approach
We designed the rollout as a phased program with explicit per-plant cutover windows. Each plant ran a dual-write window of 6–10 weeks where transactions wrote to both legacy and D365, with daily reconciliation reports validating data parity. Plants moved to D365-as-source-of-truth only after three consecutive weeks of reconciliation passes.
We documented the to-be data model, integration topology, and customization boundaries before any system configuration started. Customizations stayed in extension models with explicit upgrade impact documented; no global-scope changes that would block continuous-upgrade discipline.
Segregation of duties enforced through Microsoft Entra ID and D365 security roles. Every change went through Azure DevOps with documented approval gates. Audit evidence pipeline produced what external auditors expected as a side-effect of operating the system.
The solution
The deployed estate: D365 F&O for finance, supply chain, and EAM across all seven plants; D365 CE for sales and customer service; Power BI on a governed semantic layer for executive reporting; integration through Azure Logic Apps and Service Bus to MES, plant-floor SCADA, and the customer's data warehouse.
Results
Fourteen months after kickoff, all seven plants ran on D365 F&O with no unplanned production downtime through the cutover. Month-end close time fell 38% on the consolidated entity vs the prior dual-stack baseline. The customer's external auditors completed the post-implementation SOX review in two weeks vs the six they'd budgeted.
Stack
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