Oracle Cloud ERP, HCM and SCM implemented and then kept current: configuration, data conversion, supported extensions, and the quarterly update cycle that begins the day you go live.
Experienced Oracle consultants, delivering Fusion as an estate to be operated, not a project to be closed.
Financials, procurement, projects, payroll, HR and supply chain on one platform.
Oracle ships four releases a year on its calendar. Regression is a standing job.
Every extension has to survive an update, so the default answer is configuration.
Functional and technical consultants who run Fusion estates day to day.
Phased by pillar or big bang, on your calendar. Most clients start with financials and procurement, then add HCM once the close is stable.
General ledger, payables, receivables, cash, assets and expenses, with procurement and supplier portal alongside.
Chart of accounts and enterprise structures are designed in front of finance before anything is built.
A ledger that closes on a schedule finance signed off in advance.
Core HR, absence, talent and payroll, with the approval hierarchies and security model that decide who sees what.
Payroll parallel runs are treated as the gate they are, not a formality.
Payroll that reconciles to the legacy run before anyone switches it off.
Inventory, order management, manufacturing and cost management, connected to the plants and third parties that feed them.
Cutover for supply chain is planned around a physical count, not a weekend.
Stock positions that agree with the floor on day one.
Extraction, cleansing, mapping and load of master and transactional data, with reconciliation packs by ledger and sub-ledger.
Conversion runs repeatedly through the project. The final load is the sixth rehearsal, not the first attempt.
Balances that tie out, with the working shown.
Visual Builder pages, Oracle Integration Cloud flows, BI Publisher and OTBI reporting, REST and file interfaces.
Extensions are built on supported interfaces so an update cannot silently break them.
Customisation that survives Oracle's release calendar.
An automated suite over the flows that would stop the business, run against each quarterly release in a test pod before production.
New features are assessed and turned on deliberately rather than discovered by users.
Updates that arrive as a scheduled task rather than an incident.
Each page covers one Fusion application. Most estates run several of them on the same ledger and security model.
General ledger, payables, receivables, assets and the close.
How a Fusion programme runs
Delivered as a project, a managed service, or a project that converts into a managed service at go-live.
| Pillar | Modules | What we cover | Model |
|---|---|---|---|
| Financials | GL, AP, AR, Cash, Assets, Expenses | Implementation, close support, reporting, functional support | Project or managed |
| Procurement | Self Service Procurement, Sourcing, Supplier Portal | Implementation, supplier onboarding, approval design | Project |
| HCM | Core HR, Absence, Talent, Payroll | Implementation, parallel payroll runs, ongoing statutory updates | Project or managed |
| SCM | Inventory, Order Management, Manufacturing, Costing | Implementation, cutover planning, integration to plant systems | Project |
| Platform | OIC, VBCS, BI Publisher, OTBI | Extension build, integration development, report library | Project or managed |
| Lifecycle | Quarterly releases | Regression suite, pod testing, impact reporting, feature assessment | Managed |
The cost of a Fusion estate is not decided at go-live. It is decided by how much of the system sits outside standard, because that is the part someone has to retest four times a year, forever.
So configuration is exhausted before extension is considered, extensions are built only on supported interfaces, and each one carries the name of the process owner who asked for it.
Ask about a fit-gapPolicy applies to work we deliver. Existing extensions are assessed and brought into the suite where they can be.
It depends on scope and on how clean the source data is, and any firm number quoted before a fit-gap is a sales figure rather than an estimate. What we can commit to is the shape: fit-gap in weeks, configuration and conversion iterating together, and no go-live date fixed until a parallel run has succeeded twice.
Oracle applies the release to your test pod first, on a published schedule. We run the regression suite there, report what changed and what broke, and assess new features against your processes. Production follows a couple of weeks later. Without a regression suite that sequence becomes a guess, which is how update weekends turn into incidents.
Yes, and most clients should. Financials and procurement first is the common order because the close is the hardest thing to fix later. Phasing costs more in integration and temporary interfaces, and less in risk. The fit-gap prices both options so the choice is yours to make on numbers.
You lose the implementation, not the requirement. Report inventories are reconciled against actual usage during fit-gap, which typically retires a large share of them, and what survives is rebuilt in OTBI or BI Publisher. Reports nobody has opened in twelve months are not migrated.
You do. The code, the pipeline, the test cases and the documentation are yours throughout. If you move the managed service elsewhere, the regression suite goes with the estate.
Start with a fit-gap. Weeks, not months, and you leave with a scored requirement list and a costed phasing option whether or not you continue with us.