Abstract
Foxconn EV Systems was facing efficiency challenges as business units were siloed, utilizing manual and disparate systems, and reliant on spreadsheets. The main challenges faced included data quality, accuracy issues, and excess inventory, with disjointed critical processes and workflows around MRP planning, inventory management, purchasing, manufacturing, and finance. This fragmented landscape hinders seamless coordination and decision-making across departments, impeding the client's overall operational excellence and competitiveness.