A global eyewear and optical lens manufacturer
Specialist engineers across operations management, ERP and logistics applications, with data integration between production, supply chain and commercial systems.
A multinational in optical manufacturing running a large digital estate across operations management, enterprise resource planning and logistics. Internal hiring for specialist engineering could not keep pace with the delivery roadmap.
The domain is specific: a manufacturer making products that are produced to order at scale, not pulled off a shelf, brings constraints a general enterprise engineer does not meet in a generic ERP shop.
Engineers embedded directly into the client's delivery teams, working their process, their tooling and their release cycle.
Operations management
Inventory · production flow
ERP
Orders → production → finance ledger
Logistics
Shipping · routing · fulfilment
Data integration
Production ↔ supply chain ↔ commercial
Work spanned operations management, ERP, logistics applications and the data integration between production, supply chain and commercial systems. These are the systems that move inventory, convert orders into production work, schedule shipments and feed the finance ledger. A bug here isn't a visual glitch; it's a delayed order or a reconciliation break.
Because the domain carries real learning cost, we placed engineers on longer engagements and overlapped rotations deliberately, so domain knowledge compounded inside the account rather than resetting at every handover.
A small to medium standing team, with longer than usual engagements and overlapping rotations to preserve domain knowledge.
Delivery capacity added without the client carrying permanent headcount, and domain knowledge retained across the engagement rather than lost at each handover.
Capabilities used
Tell us about it. We'll tell you honestly whether we're the right team to help ship it.