Success story.
Clear evidence to decide what to modernize and what to retire between two key platforms
One of the largest energy and fuel companies operated two platforms that grew separately: one for maintenance and field operations and another for industrial distribution, with more than 750 active users between them.
We take on any challenge
At Zenta there are no obstacles we cannot overcome.
Challenge
Both companies were carrying between 6 and 12 years of technological debt, with unsupported components and manual processes: 87 out of 90 inventories were entered manually into SAP, and registering a new customer could take up to a month and a half. Evidence was needed to decide what to keep, migrate, or eliminate.
Solution
We conducted a discovery process using Design Thinking: over 35 interviews, mapping the current workflow and identifying pain points at each stage, obsolescence analysis, and a matrix assigning a destination and responsible party to each of the 32 modules. We delivered a platform-specific strategy, a connected target architecture, and a roadmap from April 2026 to June 2027, outlining the decisions the company needs to make.
Results from our management
Defined strategy: modernize one platform and gradually retire the other.
32 modules analyzed, each with a destination and responsible party.
36 documented problems, 8 of them critical and already prioritized.
More than 2,300 hours per year recoverable by eliminating manual processes.
Target architecture and 4-phase roadmap ready to define budget and deadlines.