Breaking down silos between information systems
Groupe Roullier has over 130 subsidiaries worldwide. The fact that each entity has its own ERP system generates a high degree of complexity—especially when it comes to developing group-wide or multi-entity applications.
In 2019, the company opted to deploy a Business Process Management system to break down silos between its disparate information systems. This decision was driven by a particular imperative: the group had to comply with the France’s Transparency, Anti-Corruption, and Economic Modernization Act (known as the Sapin II Act), which requires companies with more than 500 employees and annual sales in excess of €100 million to disclose all the third parties they work with, on a global basis.
Automating the approval process meant interfacing the application with different ERPs across the group’s subsidiaries. After a competitive bidding process, Groupe Roullier opted for Nintex Automation K2 for its ability to support complex processes and interface with a wide range of ERPs (via APIs). Its advanced profile management features also helped seal the deal, since the group needed to keep data isolated across its user and entity base.
Migrating applications and workflows to Nintex Automation K2
The conglomerate called in Orange Business Services, Nintex’s digital services partner, to develop the application—known as Roullier Compliance Platform (RCP)—on account of its complexity. Other less complex process, such as credit note management for the group’s Setalg and Phosphea businesses, were developed in-house by a team of experts set up to work on BPM projects.
Infrastructure constraints caused persistent issues with the applications post-deployment. After analyzing the group’s environments, Nintex’s French team came up with a fix: migrating the applications and workflows to Nintex Automation K2. The group opted to start small, developing a raw material procurement, sales, and logistics application for an entity that had previously managed everything manually. With the new application, the process is divided into three steps: scoping (purchase and sale prices and shipment methods), line approval (four workflows, depending on the business unit in question), and notification (after which the sales rep marks the order as ready for delivery).
The migration fixed all the persistent problems and solved latency issues experienced by the group’s entities, especially in Asia. The BPM experts at CFPR are delighted with Nintex Automation K2—and they are planning to go even further.
