Stabilising a Global ERP Implementation to Restore Delivery Confidence
IMDEX engaged SMC to provide independent, client-side advisory support on an Enterprise Resource Planning (ERP) implementation already underway within its newly acquired Norwegian business.
While progress had been made, delivery risks were emerging across governance, planning and execution. IMDEX needed an experienced ERP advisory partner to quickly assess the implementation, identify practical improvement opportunities and strengthen confidence in the path to go-live.
SMC was engaged to provide a rapid project health check followed by hands-on transformation leadership to stabilise delivery and reduce implementation risk. Led by SMC’s Perth team, the engagement combined independent ERP advisory with hands-on implementation leadership to strengthen governance, reduce delivery risk and restore confidence in the project.
At the time of delivery, this engagement was described using SMC’s prior terminology, where this phase of work was referred to as Analyse & Blueprint. This phase is now referred to as Strategy & Roadmap under SMC’s current Digital Transformation Model. While the terminology has evolved, the scope, rigour, and outcomes delivered remain unchanged.
Project Snapshot
Client: IMDEX
Industry: Mining Technology
Client Location: Perth, Western Australia / Global
Engagement: ERP Project Health Check & Plan & Implement
SMC Office: Perth
Services: ERP & Enterprise Systems Consulting
SMC Model: Strategy & Roadmap, Plan & Implement
The ChallengeAn In-Flight ERP implementation Requiring Immediate Stabilisation
IMDEX had been implementing Pronto ERP within its Norwegian operation as part of broader integration and growth objectives.
As the program progressed, it became clear that the project required additional independent oversight and ERP leadership expertise to ensure it remained aligned to business outcomes and could be delivered successfully.
- an ERP implementation already in progress, with limited ability to pause or reset
- emerging delivery risks across governance and execution
- the need to improve project discipline without losing momentum
- ensuring local implementation decisions aligned with wider business objectives
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About IMDEX
IMDEX is a global mining technology company that develops innovative solutions to support exploration, mining, and drilling operations. Operating across multiple international markets, IMDEX helps mining organisations improve decision-making, productivity, and operational performance through advanced data, technology, and digital solutions.
SMC's Solution
Independent Client-Side ERP Advisory and Implementation
SMC was engaged as a fully independent, client-side advisor to provide both strategic review and Implementation Leadership.
This began with a rapid ERP Project Health Check to assess:
- current project status
- governance effectiveness
- delivery risks
- implementation gaps
- business readiness
- ERP project health check and delivery review
- prioritised risk and gap assessment
- executive governance support
- client-side project leadership and management
- business readiness and implementation assurance
SMC's ERP Implementation Approach
Health Check, Stabilise and Lead Forward
SMC applied a practical ERP advisory methodology focused on rapid assessment, risk reduction and stronger implementation discipline.
Strategy & Roadmap
SMC reviewed the current state of the implementation, assessed delivery maturity and identified the critical actions required to improve the project trajectory.
Plan & Implement
SMC provided hands-on client-side project leadership, strengthened governance, improved reporting visibility and supported implementation execution across key workstreams.
Health Check & Optimise
Through ongoing health checks and implementation assurance, SMC helped IMDEX address emerging risks, improve readiness and build confidence toward go-live.
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The OutcomeImproved Delivery Visibility, Governance and Stakeholder Confidence
With SMC’s independent advisory leadership, IMDEX gained immediate clarity on implementation risks and a practical pathway to stabilise delivery.
- improved visibility of risks and implementation gaps
- strengthened governance and leadership accountability
- more disciplined planning and execution
- established stakeholder confidence in the go-live pathway
- increased likelihood of achieving intended operational outcomes
Looking Ahead
With stronger governance foundations and improved implementation discipline in place, IMDEX is better positioned to support successful ERP delivery across its growing global operations.
Frequently Asked Questions
An ERP Project Health Check is an independent assessment of an ERP implementation to evaluate project performance, governance, risks, planning and business readiness. It provides organisations with clear insights into potential challenges and practical recommendations to improve delivery outcomes before issues escalate.
A health check can be valuable at any stage of an ERP project, particularly when delivery risks emerge, stakeholder confidence declines, timelines come under pressure, or leadership requires greater visibility into project performance and readiness.
Independent ERP advisors provide objective guidance that is focused solely on the organisation’s interests. They help identify risks, strengthen governance, improve decision-making, and provide delivery assurance, helping businesses maintain control of complex ERP implementations.
Common indicators include unclear governance, inconsistent project reporting, missed milestones, stakeholder concerns, resource constraints, scope uncertainty, and a lack of confidence in the planned go-live date. Early intervention can significantly reduce implementation risk.
Strong governance provides clear accountability, effective decision-making and better visibility across the project. It helps organisations manage risks, align stakeholders, maintain project discipline and improve the likelihood of achieving the intended business outcomes from their ERP investment.
Is your ERP project delivering what was promised?
If delivery risks, governance gaps or implementation challenges are putting your ERP project under pressure, SMC can provide independent, client-side advice to help identify the issues and establish a practical path forward.
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.