Delivering ERP Independence During a Critical Mine Acquisition
When Greatland Gold acquired a major operating mine in Western Australia, the business faced an urgent enterprise systems challenge.
To maintain uninterrupted operations, Greatland Gold needed to separate from the previous owner’s highly customised SAP environment and establish an independent Enterprise Resource Planning (ERP) capability within a fixed and non-negotiable timeframe.
With critical functions such as finance, procurement, payroll and reporting relying on the transition, the organisation required strong governance, clear decision-making and disciplined delivery to reduce operational risk.
SMC was engaged as an independent, client-side advisor to provide transformation leadership, strengthen program control and guide the business through a successful ERP separation. Led by SMC’s Perth team, the engagement combined independent ERP advisory with client-side transformation leadership to support a critical systems transition within Greatland Gold’s Western Australian operations.
The ChallengeEstablishing ERP Independence During a Critical Mine Acquisition
As part of the ownership transition, Greatland Gold could no longer rely on the legacy SAP ECC6 platform used by the former operator.
The inherited system contained extensive customisations, historical dependencies and embedded business processes that were not able to be transitioned to the new environment.
Greatland Gold needed to rapidly establish ERP independence while ensuring:
- business continuity across critical operational functions
- minimal disruption to site and corporate teams
- executive confidence throughout the transition
- a clear pathway for future ERP modernisation
Project Snapshot
Client: Greatland Gold
Industry: Mining & Resources
Location: Western Australia
SMC Office: Perth
Engagement: ERP Separation & Transformation
Services: ERP & Enterprise Systems Consulting, Digital Transformation Consulting
SMC Model: Plan & Implement, Review & Optimise
About Greatland Gold
Greatland Gold is a leading precious and base metals mining company focused on the discovery, development, and operation of high-quality mining assets. With operations centred in Western Australia, the organisation has experienced significant growth through the advancement of major gold and copper projects. As Greatland Gold continues to expand its operational footprint, it remains focused on building a sustainable, efficient, and scalable business to support its long-term growth objectives.
SMC's SolutionIndependent Client-Side ERP Advisory and Transformation Leadership
SMC provided independent, client-side advisory across ERP delivery, governance, planning, change management and transformation leadership.
Working alongside Greatland Gold and the implementation partner, SMC ensured the organisation retained visibility, accountability and control across all major program decisions.
The engagement combined SMC’s ERP & Enterprise Systems Consulting and Digital Transformation Consulting capabilities to help Greatland Gold maintain control through a high-risk transition.
- client-side project and transformation leadership
- executive governance and reporting
- risk identification and mitigation
- business readiness and change management support
- future-state ERP roadmap guidance
SMC's ERP Transition Approach
Structured ERP Transition Leadership
SMC applied its proven ERP advisory methodology to balance immediate operational readiness with long-term enterprise systems planning.
Plan & Implement
SMC led client-side planning across people, process, technology and data, supported executive reporting, coordinated business readiness and actively managed program risk.
Review & Optimise
Following the transition, SMC supported stabilisation, optimisation and planning for the next stage of Greatland Gold’s ERP modernisation journey.
The OutcomeSuccessful ERP Separation with Operational Continuity Preserved
With SMC’s transformation leadership and governance support, Greatland Gold successfully completed its ERP separation within the required timeframe while maintaining continuity across critical business functions.
- successful transition away from the legacy SAP environment
- reduced operational and delivery risk during ownership change
- uninterrupted support across core business functions
- stronger executive assurance and stakeholder confidence
Understand the Risks of Legacy ERP Systems
Major transformation events can expose technology risks that have been building beneath the surface. Ageing platforms, complex customisations, integration dependencies and approaching support deadlines can all influence the path forward.
Looking Ahead
- stronger governance foundations
- reduced reliance on legacy systems
- improved visibility across enterprise processes
- a structured roadmap for future transformation
For organisations moving from immediate technology challenges towards longer-term modernisation, SMC’s Strategy & Roadmap phase helps establish the business, technology and transformation direction before major future decisions are made.
Frequently Asked Questions
ERP separation enables a newly acquired business to operate independently from the previous owner’s systems. It reduces reliance on legacy technology, improves governance, and gives the organisation greater control over business processes, data, reporting and future technology decisions.
Common risks include operational disruption, data migration challenges, loss of critical business processes, limited internal capability, and tight transition deadlines. Strong governance, planning and change management are essential to maintaining business continuity throughout the transition.
An independent ERP advisor represents the client’s interests throughout the program. They provide governance, risk management, executive reporting, stakeholder alignment and delivery assurance, helping organisations make informed decisions while reducing project risk.
Successful ERP transitions require structured planning across people, processes, technology and data. Business readiness activities, clear decision-making frameworks and proactive risk management help ensure critical functions such as finance, procurement and payroll continue operating effectively.
Once independence is achieved, organisations should focus on stabilisation, optimisation and future transformation planning. Establishing a clear ERP roadmap helps ensure the business can continue improving processes, increase visibility across operations and support long-term growth.
Still Running SAP ECC?
As SAP ECC support timelines approach, organisations are reassessing platform risk, integrations and their long-term ERP strategy. Understand what the changes could mean for your organisation and explore your options before deciding what comes next.
Considering Your Future ERP Options?
Moving from a legacy ERP environment is a strategic business decision. Our Cloud ERP Guide explores what to consider when evaluating future platforms, reducing risk and preparing for transformation.
About the Author
Cameron Elliott is a Director at SMC with over 20 years of consulting experience in enterprise systems, ERP strategy, and digital transformation. He helps organisations make confident, evidence-based decisions through independent advisory services spanning software selection, implementation oversight, and business transformation.