Morbern: all countries live on Business Central.
All countries are live on Business Central. With implementation complete, OnTarget supports Morbern through hypercare, user adoption, and continuous improvement.
For Morbern, replacing a legacy business system meant coordinating change across countries, companies, and different kinds of work. The coated-fabrics manufacturer needed Microsoft Dynamics 365 Business Central to serve an international business while addressing the detail of manufacturing.
Production planning, material movements, operational systems, sales, and finance all had a place in the program. OnTarget’s engagement brought those requirements into a phased rollout, combining business-process design, configuration, migration work, integration design, training materials, and preparation for live operation.
Morbern has completed its Business Central rollout across Europe, the United States, and Canada. All countries are live, including the Canadian manufacturing operation.
One platform across countries and operations.
Business Central brings Morbern’s international companies and operational requirements into one coordinated program.
Business Central
All countries live. OnTarget now supports Morbern through hypercare and continuous improvement.
A phased program, organized around each company’s readiness.
Readiness planning organized the work around configuration, data preparation, training, testing, cutover, and support — making the launch requirements visible at the company level.
Change the system without losing the business detail.
Morbern designs and manufactures coated fabrics for demanding commercial applications. Its international footprint brings together manufacturing, distribution, and commercial operations with different day-to-day requirements.
The existing system also created a challenge for the next stage of the business. In a client review, Morbern identified the difficulty of extracting and using legacy data as a major reason for moving to Business Central.
The objective extended beyond recording transactions. The company wanted a foundation from which its teams could understand operational performance and develop more useful business information. Getting there required attention to the work underneath the reports: the master data, transactions, material movements, and production activities that would give the information meaning.
OnTarget’s mandate therefore involved both the international structure and the operational detail.
Keeping business priorities in the implementation plan
We bring manufacturing, customer service and finance requirements into the same discussion so that scope decisions reflect the business processes the ERP must support.
Around the companies that will use it.
A multinational program needs a clear view of what each company actually does. Morbern’s project scope distinguished manufacturing operations from sales and distribution activities. It also identified shared finance requirements and company-specific work.
The implementation approach combined shared sessions with focused process work for the operating teams. This provided a way to address common requirements while allowing manufacturing, sales, and warehousing to receive the attention their workflows required.
The rollout was phased across entities. That structure made the launch requirements visible at the company level and created a basis for discussing the work needed for each deployment.
The result was a program organized around a business with several operating realities.
Coordinating people, data and systems
Our implementation approach covers more than application setup. We define data responsibilities, integration boundaries, testing activities and support arrangements with the teams involved.
Understand what makes it different.
Morbern’s manufacturing requirements called for more than a generic production-order setup. The project team worked through the relationships between demand, production planning, material requirements, production activity, and finished output. Batch and roll-based manufacturing brought its own considerations for identifying material and recording what happened in the operation.
OnTarget’s production documentation translated that complexity into an operating sequence. It covered how demand enters planning, how suggested supply is reviewed, how production work is prepared, and how material is made available. The design also considered the relationship between finished products and the intermediate production activities supporting them.
Why the relationships matter
For a manufacturer, these relationships determine whether planning recommendations reflect the business and whether transactions describe what is happening on the floor. OnTarget’s contribution was to work through those connections in the context of Morbern’s operation.
Working through manufacturing detail
We map the relationships between planning, material consumption, production activity and finished output, then use realistic transactions to review how the Business Central design supports the operation.
Treat it as part of the implementation.
Moving to a new ERP also means deciding how existing business information will become usable in it. The Morbern program included migration preparation for master records, opening positions, and open transactions. Project discussions described the practical challenge of working with data from a long-established legacy environment.
This work required coordination between extraction, preparation, loading, and validation. A file arriving in the new system was one step in that process; the business also needed to review how the information behaved in its new context.
Readiness planning connected data preparation to mock cutover and reconciliation activities. That made migration part of the operational preparation for launch.
The broader lesson is practical: the quality of an ERP transition depends on the information people need to continue their work, as well as the configuration of the application.
Connect the ERP to the production environment.
Morbern also had operational systems associated with manufacturing and inspection. The project addressed how information from those activities should connect to Business Central. Integration design and production guides considered the relationship between production activity, material consumption, product identification, and recorded output.
That work matters because the ERP needs useful information from the places where manufacturing occurs. OnTarget’s approach examined those exchanges alongside the production process, accounting for how operational activity would relate to the records used in planning, inventory, and accounting.
Make them part of the production picture.
Material handling was another substantial part of the engagement. Morbern’s requirements covered different material types and the movement of goods between storage, production, and shipping. Those movements needed to align with the work being planned and performed.
OnTarget’s warehouse documentation addressed receiving, labeling, putaway, internal transfers, picking, and shipment activities. Training scripts linked actions in Business Central and on warehouse devices to expected results.
This gave the teams concrete scenarios to work through. A transaction could be reviewed against its effect on inventory and the next activity in the process. The purpose was to make the handoffs between teams testable — materials arriving at a location, moving toward production, or leaving for shipment needed a coherent place in the system.
That level of preparation helps turn a broad warehouse requirement into work users can practice and validate.
Address the traps that complicate international ERP programs.
Several implementation risks received explicit attention in the Morbern work. Their value was in making the work explicit and giving the teams a basis for review.
Assuming each company has the same needs
The scope differentiated operating roles and planned company-specific process activities.
Treating manufacturing as a standard template exercise
Production guides and planning materials worked through the requirements of Morbern’s process environment.
Leaving migration until the final cutover
Readiness plans included data preparation, validation, opening positions, and mock-cutover activities.
Testing individual screens without following the transaction
Planning and warehouse scripts described sequences of work and the results users should check.
Stopping at go-live
The phased rollout carried through to all countries, with hypercare and continuous improvement following deployment.
All countries live.
Morbern’s Business Central implementation is complete across Europe, the United States, and Canada. All countries are now operating on the platform.
The Canadian manufacturing launch completes the international rollout, bringing the program into a new phase of hypercare and continuous improvement.
OnTarget remains involved after deployment, helping Morbern support users, review operational issues, and prioritize the next improvements across the live environment.
Planning across entities and locations
An international ERP rollout needs a shared design and room for local requirements. We work through entity setup, data migration, user readiness and support responsibilities as part of the rollout plan.
Help the business use what it has built.
With all countries live, the focus has shifted from deployment to hypercare and continuous improvement. User support, operational refinement, and the next business priorities now guide the work.
OnTarget works with Morbern to distinguish immediate support needs from planned enhancements. Reporting, costing, intercompany processes, and month-end activities remain areas for ongoing guidance and improvement.
A multinational ERP program creates a platform. Continued adoption work helps the business learn how to use it.
A defined next stage after launch
Hypercare focuses on user questions, operational issues and practical guidance. We review priorities with the team and distinguish stabilization work from the next phase of improvements.
The breadth of work behind an international rollout.
Morbern’s story shows the breadth of work behind an international manufacturing rollout: understanding how companies differ, dealing with legacy data, designing around process manufacturing, connecting operational systems, and preparing users for real transactions. OnTarget worked across those areas within the Business Central program.
The completed international rollout is the milestone. Hypercare and continuous improvement now build on that foundation, with continued attention to users and day-to-day operations.
For a manufacturer considering Business Central, the partner decision needs to account for both: the ability to move companies into live use and the willingness to work through the detail required by the operation.
A separate casting-line Copilot proof of concept is an innovation initiative, not a completed ERP deliverable or a claim of proven production gains.
Improvement grounded in an operational need
We start technology initiatives with a specific process and a defined scope. Data access, human oversight and evaluation criteria are agreed before a pilot is expanded.
Find the expertise behind the client experience.
Explore the production, costing and inventory capabilities behind manufacturing projects.
See how discovery, validation and stabilization fit into a delivery plan.
Talk to OnTarget about your manufacturing and international rollout requirements.
If your ERP project spans manufacturing, multiple companies, or a legacy environment, the details deserve attention early. OnTarget can help you examine your operating model, identify the dependencies, and define a practical implementation path. Start with the part of the business your next system has to get right.