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Case study · Manufacturing

Coordinating distributed delivery for a modular semiconductor ERP

A Nasdaq-listed U.S. semiconductor company coordinated six to seven development teams across Canada, Brazil and China. Its ERP contained dozens of connected modules and requirements changed frequently as the business evolved.

.NETVisual StudioVB
Illustrative semiconductor ERP navigator with wafer-shaped sectors for CRM, quotations, warehouse activity, service orders, and shared master data.
Illustrative modular ERP concept based on the documented system scope; not a production screenshot.
Client context
A Nasdaq-listed U.S. semiconductor company
dedicated offshore team
5 engineers
per Agile story
2-4 days
typical iteration plan
3 months

The operating constraints

What the project needed to address

  • Distributed teams in several countries needed to collaborate closely on a highly interconnected ERP platform.
  • Requirements changed frequently, including during active iterations.
  • Dozens of customer, quotation, warehouse and service-order modules required coordinated development.

Working model

Coordinate modular ERP delivery across distributed teams

Established a five-engineer offshore development centre and a distributed Agile model built around small stories, daily communication, regular delivery and client-side continuous integration.

The system grew from individual modules into an ERP including CRM, QPR, quotation management, warehouse management and service-order tracking. The source describes six to seven development teams distributed across several countries.

The five-engineer Beijing team used two-to-four-day stories. Iterations were usually planned three months ahead, but priorities could change before an iteration ended. Daily reports, direct messages and teleconferences kept the client informed.

Collaboration practices

Small stories, regular code delivery and daily communication

  1. Split work into two-to-four-day stories to improve estimation accuracy and responsiveness to change.

  2. Planned iterations approximately three months ahead while allowing priorities to be amended during delivery.

  3. Delivered code monthly, with deployment and continuous integration handled by the client.

  4. Used daily direct communication, teleconferences and progress reports to maintain transparency across global teams.

Technology and delivery context

Tools and practices recorded for this engagement

.NETVisual StudioVBSQL ServerVSSAgile

The result

Recorded project outcomes

Delivered and enhanced dozens of interconnected semiconductor ERP modules.

Improved the client’s ability to respond to changing requirements through flexible story-level planning.

The recorded engagement combined a five-engineer Beijing team with other development teams across Canada, Brazil and China.

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