Following a period of acquisition-driven growth, the organization faced increasing operational complexity across five manufacturing facilities. Each site operated with different processes, KPIs, and planning methodologies, resulting in fragmented production, inventory management, and capacity utilization. ERP systems were not fully integrated, limiting network-wide visibility and slowing decision-making. In a highly regulated, ITAR-compliant environment, inconsistent practices introduced risk to both operational efficiency and compliance. Leadership needed to rapidly align operations, improve planning discipline, and unlock capacity without disrupting ongoing production.

Key challenges included:

• Disparate operating models across facilities with inconsistent processes and KPIs
• Limited ERP integration, restricting visibility into production, inventory, and financial data
• Fragmented planning practices, reducing coordination across sites
• Capacity inefficiencies and bottlenecks due to lack of standardized production planning
• Inventory imbalance and limited visibility across the network
• Compliance risk within an ITAR-regulated environment

ETONIEN deployed an interim VP of Operations to lead integration efforts across all five manufacturing facilities. Acting as a central operational leader, the role partnered with site leadership, engineering, and IT teams to standardize processes, align performance metrics, and establish a unified operating model. The engagement combined hands-on execution with strategic oversight, ensuring ERP integration supported real-world operational workflows while introducing disciplined KPI management and a structured S&OP framework to improve planning, coordination, and accountability across the network.

OUTCOME

The engagement successfully aligned operations across five manufacturing facilities, creating a more cohesive and scalable production network. Leadership gained improved visibility into production performance, capacity constraints, and inventory levels, enabling more proactive and data-driven decision-making. Standardized KPIs and S&OP processes improved coordination across sites, reducing inefficiencies and strengthening on-time delivery performance. ERP alignment enhanced data integrity across the organization, supporting both operational execution and financial reporting. The company also achieved meaningful progress in inventory reduction and capacity utilization, positioning the business to scale more effectively while maintaining compliance in a regulated environment.