The starting point
Business challenge
The scale of the warehouse network and legal structure produced a large number of inventory, manufacturing, intercompany, purchasing, cash, and accounting events. Distributed teams needed common processes and skills; without them, group management depended on local practices, manual coordination, and delayed consolidation.
Alexander’s role
Work and solution
Alexander designed and led a large-scale multi-company implementation covering twenty warehouses, product and location architecture, procurement, replenishment, intercompany movements, manufacturing, bills of materials, production execution, stock control, sales, treasury, payment planning, accounting, group financial management, reporting, permissions, and a broad integration landscape. He translated local operating requirements into common group processes, supervised data and system readiness, and personally organised and delivered training for employees in Africa across executive, process, user, and technical levels.
What changed
Project result
Four legal entities, twenty warehouses, production, purchasing, cash management, and finance were brought into a shared operating and information model supported by trained local users and defined controls.
Business effect
What the work made possible
Created group-wide operational visibility at a scale that would be impractical to control through spreadsheets, improved accountability for stock and cash, reduced dependence on local informal knowledge, strengthened financial governance, and established the process and training foundation required for sustained regional growth.