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ERP Solutions for Japanese vehicle manufacturer
January 16, 2013

The client is one the leading commercial vehicle manufacturers in Asia and the Middle East, with business in over 100 countries worldwide. In 2007, the company sold over 150,000 vehicles, including light-, medium- and heavy-duty trucks and buses. The client has over 12,000 employees in Japan.

Initial Project Plan

This project started in Februray 2011 with the pre-implementation scoping and analysis phase. The actual implementation started in September, with Ataway Japan fully in charge of the on-site functional work and Ataway Shanghai in charge of the offshore development. The implementation successfully went live successfully in Japan on May 2012, with Ataway continuing to provide post go-live support. The project set out to accomplish two principle objectives: 1) Alignment of the client's HR system through the deployment of the eHR World Template based on PeopleSoft HCM 9.0 and 2) Business Process Outsourcing of the legacy Payroll System to a third party payroll provider.

With that in mind, the initial project timeline was implemented as follows:

  • • Scope of activities: HR Administration, Organization Management, Self Service, Interfaces, Batches, Reporting, Compensation & Benefits
  • • Duration: 15 months -  Support still ongoing


One of the main challenges of the project was that the client used a highly localized system completely tuned to local requirements and needs, which contributed to a large volume of functional gaps against the global template during the fit-gap analysis phase. Another issue was balancing between the global stance pushing for a vanilla implementation of the world template and the Japan side requesting a strong fit for purpose, which would require heavy customization. Another issue was the deployment of MSS to a large population combined with a high level of expectations from the Japan customer. The schedule was really tight, and the Ataway team had to find a solution to work fast, but with the same level of expertise.


The consultants used Ataway methodology and kept tight control over the budget, regularly reporting back to the stakeholders. With rigor and dedication, they managed not to be overwhelmed and to deliver the project on time.

Achievements & Outcome

The project had several main achievements. Ataway helped deploy a strong team of bilingual consultants with a superior management and communication team to bridge between the global and local teams. Good planning and a tight control of the budget allowed Ataway to deliver on schedule and deploy a dedicated offshore development team with experienced managers to oversee delivery.

  • Additionally, HR and Payroll processes were harmonized over 120 operating units. Ataway developed and tested interfaces, generating more than 50 customized reports to meet the needs of users of different levels.

Implementation went live on schedule with minimum number of defects. The client was satisfied with the project team's deliveries, especially meeting the initial project milestone of a May 2012 Go-Live.

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