An international aircraft parts manufacturer, the aerospace division of Korean Air, struggled with a paper-based, homegrown system that lacked visibility and consistency across its operations. The company needed to standardize production and materials processes, reduce costs by at least 5% per functional area, and transition to Oracle Discrete Manufacturing to achieve greater efficiency, traceability, and scalability.
However, the division faced significant change-management resistance and a lack of clarity around “as-is” and “to-be” processes. Leadership required an expert capable of driving alignment, communication, and execution across multilingual and cross-functional teams.