Manufacturing · ERP Go-Live

ERP Go-Live Governance

Q: How long should parallel run last?

Run it long enough to prove the critical business cycles and exceptions included in the cutover decision. The exit criteria should be based on reconciled transactions, resolved differences, user readiness, and recovery evidence—not elapsed time alone.

Q: What happens if go-live fails?

If go/no-go criteria aren't met, or if critical issues emerge during cutover, the rollback plan activates. The operation reverts to the previous system while issues are resolved. This is why we rehearse the rollback, not just the cutover.

Q: What does hypercare include?

Hypercare provides clear issue ownership, rapid triage, business communication, workflow and data monitoring, configuration tuning, and user coaching. It ends when agreed stability, adoption, and operating thresholds are sustained—not simply when the calendar expires.

Protect the business while its system of record changes. ERP go-live changes open manufacturing orders, inventory balances, purchasing, production reporting, shipments, cash, and customer commitments at once. We use rehearsals, evidence-based gates, clear ownership, rollback triggers, and focused stabilization to control that transition.

Discuss the Business Objective Start Your Transformation Roadmap

The Business Problem

The launch date is fixed, but the business is not ready.

ERP problems begin when software selection, process decisions, master data, integrations, adoption, and cutover are treated as separate projects instead of one operating change.

What leaders see

Teams keep working around the core system.

Spreadsheets, re-entry, side databases, and manual approvals remain necessary to complete ordinary work.

What is actually happening

The operating model and system design disagree.

Records, workflows, controls, ownership, and integrations do not support the way the business has agreed to operate.

What gets worse

Every workaround makes the next change harder.

Customizations and local processes accumulate while upgrades, reporting, support, and adoption become more difficult to govern.

What Changes

What ERP Go-Live Governance includes.

ERP go-live changes open manufacturing orders, inventory balances, purchasing, production reporting, shipments, cash, and customer commitments at once. We use rehearsals, evidence-based gates, clear ownership, rollback triggers, and focused stabilization to control that transition.

Cutover Planning

Detailed cutover schedule with task owners, timing, dependencies, and decision points. Every step sequenced and rehearsed before the actual go-live weekend.

Rollback Strategy

Documented rollback plan with clear triggers — if specific go/no-go criteria aren't met, the operation reverts to the previous system without data loss or order disruption.

Parallel Run Validation

Run the old and new systems simultaneously with real transactions. Reconcile results across orders, inventory, and financials to validate accuracy before cutover.

User Acceptance Testing

Business users — not IT — test the configured system against real scenarios from their daily work. CSRs enter orders, warehouse staff receive inventory, finance closes a period. Sign-off comes from the people who use it.

Go/No-Go Decision Framework

Defined criteria for the go-live decision: data migration accuracy, integration health, user readiness scores, and open issue severity. The decision is made against objective thresholds, not optimistic schedules.

Hypercare Support

Post-go-live support with defined ownership, response levels, and review checkpoints based on operational risk. The stabilization period continues until agreed production criteria are met.

How It Fits Manufacturing

How ERP Go-Live Governance fits the manufacturing operation.

ERP & Core SystemsWhich operating records and workflows belong in ERP, what must remain connected, and how the change will improve control without disrupting customer commitments.

Governance dependencyERP work needs an agreed operating model, accountable master data, defined integrations, controlled change, adoption ownership, and a cutover path the business can support.

Operating records and controls involved

customers and products

orders and pricing

inventory and purchasing

operations and fulfillment

finance and reporting

What must be defined before engineering begins

What the manufacturing business needs to change and why.
Which systems, records, risks, and readiness gaps shape the work.
What should be built, how it fits the architecture, and in what order.

Related Services and Planning

What to evaluate next.

Follow the dependencies behind this service instead of treating it as an isolated project.

ERP Services

Place this decision inside the wider ERP implementation, integration, migration, and operating path.

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Integration Engineering

Connect ERP records to the systems, partners, and workflows that depend on them.

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Data Services

Prepare governed records, reporting, and analytics around the ERP operating model.

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Start Your Transformation Roadmap

New material work begins in Launchpad so Metrotechs can validate the operating need, evidence, feasibility, architecture direction, and sequence before engineering begins.

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Start With the Manufacturing Objective

Define the smallest sound response and delivery sequence.

Metrotechs determines what the operation actually requires before selecting technology. New material work begins in Launchpad so the evidence, feasibility, architecture direction, priorities, and sequence can be validated before engineering begins.

Discuss the Business Objective Start Your Transformation Roadmap

Metrotechs designs, builds, integrates, and supports the approved solution for the manufacturing operation.

A technical-service request does not bypass discovery. The proposed solution remains a working hypothesis until Metrotechs validates it in Launchpad.

Delivery sequence

How Metrotechs delivers ERP Go-Live Governance.

ERP go-live changes open manufacturing orders, inventory balances, purchasing, production reporting, shipments, cash, and customer commitments at once. We use rehearsals,.

Cutover Rehearsal

Rehearse the full cutover sequence in a test environment. Time each step, identify bottlenecks, and refine the plan so production cutover follows a validated sequence.

User Acceptance Testing

Structured UAT with test scripts based on real business scenarios. Each department tests their workflows and signs off before go-live is scheduled.

Go/No-Go Review

Formal review of readiness criteria — data accuracy, integration health, user training completion, open issue resolution. Go-live proceeds only when all criteria are met.

Production Cutover

Execute the cutover plan with real-time monitoring and communication. Status updates to all stakeholders at each milestone. Rollback triggers active if needed.

Hypercare & Stabilization

Dedicated post-go-live support with an agreed review cadence, clear escalation paths, and KPI monitoring against available pre-go-live baselines.

FAQ

Questions that usually decide the scope.

Straight answers to what manufacturing leaders ask before committing budget to this work.

Should we do a big-bang or phased go-live?

It depends on your system interdependencies. If your ERP modules are tightly coupled, a phased approach creates complex interim states. We recommend the approach that minimizes total operational risk — often a well-rehearsed big-bang cutover with robust rollback.

How long should parallel run last?

What happens if go-live fails?

What does hypercare include?