ETRN approached Inoapps as a recently formed spin-off energy company needing a new ERP system to meet their core business needs after separating from their parent company.

Challenges of the existing system included:

• Multiple customized, outdated legacy systems and point-to-point integrations
• Cumbersome human resource and finance processes involving heavy paperwork that exposed them to the risk of overpayments
• Data that was inaccessible in real time
• Introduction of new stakeholders due to the formation of the new business
• Outdated technology that hindered them from attracting younger talent in an industry competing for quality staff
• Duplicate entry into multiple systems, leading to inconsistent information with departments reporting different numbers

They chose Oracle Cloud because it provided all they needed in one cloud solution. Having dealt with integrations for decades, they aimed to minimize the number of integrations they had to manage.

Key objectives included:

• Simplifying the system landscape and integration map
• Standardized processes
• Ensuring core IT systems were fully operational as soon as possible to maintain business continuity and enable timely delivery of new projects

ETRN selected a multi-pillar Oracle Cloud solution with Inoapps Energy Cloud. Inoapps successfully delivered the project over three phases spanning 21 months.

The initial deployment of core Finance and Human Resources functionality, alongside Inoapps Energy Cloud solutions for integration and reporting, went live in under 12 months, enabling ETRN to gain rapid value. However, during the first phase, the COVID-19 lockdown posed challenges.

ETRN prepared their staff for the new systems through activities such as lunch and learns, appointing change champions, conducting demos on SharePoint and cafeteria screens. When go-live happened, it wasn't the first time people had seen the system, but with everyone being sent home, the face-to-face element of co-worker collaboration was no longer available, leading to a higher volume of support tickets than expected and at a faster rate.

Inoapps provided resources to act as a helpdesk, helping the staff get on board with the new systems. We also assisted the customer with testing, training, and support while being mindful of the customer’s competing priorities, including a $6B pipeline construction project.

• The new Oracle solution is more cost-effective to run than the system they left in the parent company
• Support for business growth from scalability
• Improved data quality and full visibility
• Implementation of supplier portal is now driving invoice submissions to suppliers, allowing Accounts Payable functions to spend time on analysis rather than clicks
• Improved project financial controls
• Enhanced core financial system with significant operational process benefits by consolidating and simplifying previous system footprint
• Capital forecasting cut by two weeks, with analysis process going from three weeks to one week
• Supply chain negotiation and bidding tools—enhancements and improvements when working with suppliers
• Developed contract templates for remote landman access for in-person contract negotiations
• Simplified and standardized HR processes and reporting capabilities
• Integrated HR suite provides real-time forecasting for salary purposes
• HR went from a very paper-heavy part of the organization to largely paperless with employees using the self-service parts of the system—invaluable with the system coming online during Covid
• Moving to a digital culture in HR, facilitated by the implementation, meant the company was able to start hiring right across the company, not just locally