A pan-African retailer running four disparate POS and finance systems across 142 stores. Month-end close was taking 18 days. Stock visibility was a fiction. The CFO wanted one platform; the COO was sure it would take two years.
Two consulting firms had previously quoted 22- and 26-month deployments. The retailer's shareholders had given the CFO an 18-month runway. Add to that a KRA eTIMS regulatory deadline that didn't exist when the project was initially scoped, and the platform had to ship eTIMS-ready out of the box.
Three-week assessment to validate scope, design the wave plan, and build a fixed-price commercial that the CFO could defend at the audit committee.
Two anchor stores live in week 10. Inventory, POS, finance, e-invoicing — all on Arton ERP. Eight-week parallel run with the legacy system before the next wave.
Six waves of 20-30 stores each. Senior practitioners on every wave. In-store trainers two weeks ahead. Hyper-care for two weeks after each cutover.
When KRA published the 2026 eTIMS deadline, Arton built and shipped direct VSCU integration into the platform in 8 weeks — without slipping the rollout schedule.
Quarterly business reviews; structured measurement of the originally-defined business outcomes against actuals.
"We had been told an ERP roll-out across 142 stores would take two years. Arton's team did the analysis, told us why that estimate was wrong, and then delivered it in eleven months — including KRA eTIMS integration that didn't exist when the project started.
CFO, Pan-African Retail GroupConfidential client
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