Our solutions in the Beckhoff project
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The 40 subsidiaries of Beckhoff Automation GmbH & Co. KG are to be connected to the central Microsoft Dynamics 365 for Finance and Operations – including the Chinese subsidiary. This is a major project that involves not only technical complexity but also tax, legal, and cultural challenges.
Arineo China’s team of experts accompanied the Verl-based company during the rollout of its Microsoft ERP to China. It acted as a translator between the parent company’s requirements and the local subsidiary’s needs. With success!
Arineo's team of experts acted as the translator between the parent company’s requirements and the local subsidiary’s needs.
The Arineo team initially supported Beckhoff’s project managers in Europe and China with a detailed fit-gap analysis. They conveyed the specifics of the Chinese Golden Tax system and how this affects the solution architecture of the ERP to all project participants.
In the next step, Arineo supported the implementation of a legal entity in Microsoft Dynamics 365 FO that complies with the Chinese requirements.
The support of a local D365 FO expert for finance also contributed significantly to the success of the project.
“The team around Philip Zhang has played a significant role in the successful implementation of D365 in our Chinese subsidiary, thanks to their vast experience and expertise in Chinese ERP system requirements.”
Björn Westkämper
Finance Consultant International Rollouts / Accountant – Beckhoff Automation
Consultation regarding Chinese requirements and Golden Tax
Assistance with the implementation of a legal entity in Microsoft Dynamics 365 FO
Support for user training and intercultural mediation
In a rollout project, it’s not just data systems that are more closely connected, but also processes and people. All three components are equally important for project success. The close cooperation between the Beckhoff teams in Germany and China and the native-language support provided by Arineo simplified intercultural understanding and communication throughout the whole project.
The result: not only was the system successfully commissioned on time – the workforce at the Chinese subsidiary also readily accepted the new ERP.
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