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Toll Group ditches SAP for Oracle in AU$400m IT overhaul

toll-group.png

Image: Toll Group

Transportation and logistics association Toll Group operates a network of 1,200 sites opposite 50 countries, covering road, rail, sea, air, and warehousing.

Following a array of acquisitions, Toll found itself in a position where it had mixed IT systems that didn’t speak to one another and no business gauge to stop anyone from purchasing anything IT-related.

special feature


Tech Budgets 2018: A CXO's Guide


Tech Budgets 2018: A CXO’s Guide

Our investigate shows where organizations are spending their IT budgets in 2018 and what their tip priorities are. We also offer unsentimental recommendation on how to put your IT dollars to good use.

Read More

Francoise Russo assimilated Toll about 18 months ago as a company’s CIO, and shortly after Michael Byrne was allocated as Toll’s handling director. Both executives entered a organization with a mutation mandate.

“The association had been changing in any case, though it was amplified when he came in — a outrageous believer of IT,” Russo pronounced of Byrne’s appointment.

Speaking with ZDNet during Oracle Cloud World in Sydney final week, Russo pronounced she had a capitulation — and AU$400 million in spending income — for her mutation skeleton in Mar final year.

“Toll’s opening had been disappearing over a duration of time and it had also grown from being a array of acquisitions that had been done over a final 10 years, though not unequivocally integrated … still being managed as a array of tiny acquisitions,” she explained.

“The tipping indicate was to expostulate opening up, contemporise ourselves as a complicated logistics company, yield a right kind of use to a patron expectations, and pierce from a array of small, medium, and vast companies to a singular enterprise.”

With a acquisitions Toll and a primogenitor association Japan Post had done over a years, Toll had about 550-600 opposite IT systems, Russo said.

“IT reported, for many years, directly into a business and business would make their possess choices about what IT they wanted to buy and so literally anyone anywhere could mount adult an IT system, select that ones they wanted, and set it up,” she told ZDNet.

Russo pronounced this was also loyal during a infrastructure layer, with 18 datacentres opposite a universe in use, trimming from large, correct datacentres by to a server room somewhere, any with opposite suppliers.

“We’re relocating to craving and IT, to be honest, is a scale business, a some-more we can standardise, a some-more we can use a common, a improved a value we get out of it, so we’re on that tour right now and we’re about a third of a approach in,” a CIO continued.

When Russo joined, Toll was revaluating a ERP plan and after perplexing to exercise SAP for “some time” a module was on pause. The association headed behind out to a marketplace with a transparent gauge on what it wanted to grasp from a ERP renovate and landed with a singular Oracle on-premises cloud ERP solution.

“With tech changing so quickly, I’m not certain we’ll ever get to nirvana, though we had a capitulation from a house to deposit around AU$400 million in a unequivocally poignant IT mutation over a subsequent 2.5 years, so we’re anticipating to make some unequivocally good inroads by that routine into indeed upgrading a core systems as good as investing in some destiny capability, of that ERP is one,” Russo explained.

According to Russo, it’s critical for a house and non-IT executives to conclude a need for digital transformation.

“I’m not certain record mutation of this scale can be successful if we don’t have unequivocally clever sponsorship from a unequivocally comparison positions within a organization — Michael is unequivocally supportive, he talks about IT being a many vital thing he will do during Toll, that’s surprising and I’m unequivocally fortunate,” she added.

“What’s been severe for us is a pace; perplexing to do as many mutation activities as we’re perplexing to do in — 3 years sounds like a prolonged time, it unequivocally isn’t for a large corporate transformation; AU$400 million sounds like a lot, it also isn’t.

“For what we’re perplexing to do, a extent and a scale, and a fact we’re doing so most in parallel, a gait has been unequivocally challenging.

“My prophesy would be, once we’ve got past a substructure levels and a building blocks that we’ve put in place, is to concede IT to take a place as a poignant writer to charity value to a organization … including innovations for customers.”

RELATED COVERAGE

Toll Group ditches SAP for Oracle in AU$400m IT overhaul

toll-group.png

Image: Toll Group

Transportation and logistics association Toll Group operates a network of 1,200 sites opposite 50 countries, covering road, rail, sea, air, and warehousing.

Following a array of acquisitions, Toll found itself in a position where it had mixed IT systems that didn’t speak to one another and no business gauge to stop anyone from purchasing anything IT-related.

special feature


Tech Budgets 2018: A CXO's Guide


Tech Budgets 2018: A CXO’s Guide

Our investigate shows where organizations are spending their IT budgets in 2018 and what their tip priorities are. We also offer unsentimental recommendation on how to put your IT dollars to good use.

Read More

Francoise Russo assimilated Toll about 18 months ago as a company’s CIO, and shortly after Michael Byrne was allocated as Toll’s handling director. Both executives entered a organization with a mutation mandate.

“The association had been changing in any case, though it was amplified when he came in — a outrageous believer of IT,” Russo pronounced of Byrne’s appointment.

Speaking with ZDNet during Oracle Cloud World in Sydney final week, Russo pronounced she had a capitulation — and AU$400 million in spending income — for her mutation skeleton in Mar final year.

“Toll’s opening had been disappearing over a duration of time and it had also grown from being a array of acquisitions that had been done over a final 10 years, though not unequivocally integrated … still being managed as a array of tiny acquisitions,” she explained.

“The tipping indicate was to expostulate opening up, contemporise ourselves as a complicated logistics company, yield a right kind of use to a patron expectations, and pierce from a array of small, medium, and vast companies to a singular enterprise.”

With a acquisitions Toll and a primogenitor association Japan Post had done over a years, Toll had about 550-600 opposite IT systems, Russo said.

“IT reported, for many years, directly into a business and business would make their possess choices about what IT they wanted to buy and so literally anyone anywhere could mount adult an IT system, select that ones they wanted, and set it up,” she told ZDNet.

Russo pronounced this was also loyal during a infrastructure layer, with 18 datacentres opposite a universe in use, trimming from large, correct datacentres by to a server room somewhere, any with opposite suppliers.

“We’re relocating to craving and IT, to be honest, is a scale business, a some-more we can standardise, a some-more we can use a common, a improved a value we get out of it, so we’re on that tour right now and we’re about a third of a approach in,” a CIO continued.

When Russo joined, Toll was revaluating a ERP plan and after perplexing to exercise SAP for “some time” a module was on pause. The association headed behind out to a marketplace with a transparent gauge on what it wanted to grasp from a ERP renovate and landed with a singular Oracle on-premises cloud ERP solution.

“With tech changing so quickly, I’m not certain we’ll ever get to nirvana, though we had a capitulation from a house to deposit around AU$400 million in a unequivocally poignant IT mutation over a subsequent 2.5 years, so we’re anticipating to make some unequivocally good inroads by that routine into indeed upgrading a core systems as good as investing in some destiny capability, of that ERP is one,” Russo explained.

According to Russo, it’s critical for a house and non-IT executives to conclude a need for digital transformation.

“I’m not certain record mutation of this scale can be successful if we don’t have unequivocally clever sponsorship from a unequivocally comparison positions within a organization — Michael is unequivocally supportive, he talks about IT being a many vital thing he will do during Toll, that’s surprising and I’m unequivocally fortunate,” she added.

“What’s been severe for us is a pace; perplexing to do as many mutation activities as we’re perplexing to do in — 3 years sounds like a prolonged time, it unequivocally isn’t for a large corporate transformation; AU$400 million sounds like a lot, it also isn’t.

“For what we’re perplexing to do, a extent and a scale, and a fact we’re doing so most in parallel, a gait has been unequivocally challenging.

“My prophesy would be, once we’ve got past a substructure levels and a building blocks that we’ve put in place, is to concede IT to take a place as a poignant writer to charity value to a organization … including innovations for customers.”

RELATED COVERAGE

Toll Group ditches SAP for Oracle in AU$400m IT overhaul

toll-group.png

Image: Toll Group

Transportation and logistics association Toll Group operates a network of 1,200 sites opposite 50 countries, covering road, rail, sea, air, and warehousing.

Following a array of acquisitions, Toll found itself in a position where it had mixed IT systems that didn’t speak to one another and no business gauge to stop anyone from purchasing anything IT-related.

special feature


Tech Budgets 2018: A CXO's Guide


Tech Budgets 2018: A CXO’s Guide

Our investigate shows where organizations are spending their IT budgets in 2018 and what their tip priorities are. We also offer unsentimental recommendation on how to put your IT dollars to good use.

Read More

Francoise Russo assimilated Toll about 18 months ago as a company’s CIO, and shortly after Michael Byrne was allocated as Toll’s handling director. Both executives entered a organization with a mutation mandate.

“The association had been changing in any case, though it was amplified when he came in — a outrageous believer of IT,” Russo pronounced of Byrne’s appointment.

Speaking with ZDNet during Oracle Cloud World in Sydney final week, Russo pronounced she had a capitulation — and AU$400 million in spending income — for her mutation skeleton in Mar final year.

“Toll’s opening had been disappearing over a duration of time and it had also grown from being a array of acquisitions that had been done over a final 10 years, though not unequivocally integrated … still being managed as a array of tiny acquisitions,” she explained.

“The tipping indicate was to expostulate opening up, contemporise ourselves as a complicated logistics company, yield a right kind of use to a patron expectations, and pierce from a array of small, medium, and vast companies to a singular enterprise.”

With a acquisitions Toll and a primogenitor association Japan Post had done over a years, Toll had about 550-600 opposite IT systems, Russo said.

“IT reported, for many years, directly into a business and business would make their possess choices about what IT they wanted to buy and so literally anyone anywhere could mount adult an IT system, select that ones they wanted, and set it up,” she told ZDNet.

Russo pronounced this was also loyal during a infrastructure layer, with 18 datacentres opposite a universe in use, trimming from large, correct datacentres by to a server room somewhere, any with opposite suppliers.

“We’re relocating to craving and IT, to be honest, is a scale business, a some-more we can standardise, a some-more we can use a common, a improved a value we get out of it, so we’re on that tour right now and we’re about a third of a approach in,” a CIO continued.

When Russo joined, Toll was revaluating a ERP plan and after perplexing to exercise SAP for “some time” a module was on pause. The association headed behind out to a marketplace with a transparent gauge on what it wanted to grasp from a ERP renovate and landed with a singular Oracle on-premises cloud ERP solution.

“With tech changing so quickly, I’m not certain we’ll ever get to nirvana, though we had a capitulation from a house to deposit around AU$400 million in a unequivocally poignant IT mutation over a subsequent 2.5 years, so we’re anticipating to make some unequivocally good inroads by that routine into indeed upgrading a core systems as good as investing in some destiny capability, of that ERP is one,” Russo explained.

According to Russo, it’s critical for a house and non-IT executives to conclude a need for digital transformation.

“I’m not certain record mutation of this scale can be successful if we don’t have unequivocally clever sponsorship from a unequivocally comparison positions within a organization — Michael is unequivocally supportive, he talks about IT being a many vital thing he will do during Toll, that’s surprising and I’m unequivocally fortunate,” she added.

“What’s been severe for us is a pace; perplexing to do as many mutation activities as we’re perplexing to do in — 3 years sounds like a prolonged time, it unequivocally isn’t for a large corporate transformation; AU$400 million sounds like a lot, it also isn’t.

“For what we’re perplexing to do, a extent and a scale, and a fact we’re doing so most in parallel, a gait has been unequivocally challenging.

“My prophesy would be, once we’ve got past a substructure levels and a building blocks that we’ve put in place, is to concede IT to take a place as a poignant writer to charity value to a organization … including innovations for customers.”

RELATED COVERAGE

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