THE BRAINTREE APPROACH
Evaluate, Architect, Migrate, Operate.
The business case comes before the migration spend. Enterprise ERP touches entities, processes, integrations and people across the organisation. Braintree uses these four stages to make the destination and the responsibilities explicit before the move.
01
Evaluate
Shortlist the Dynamics 365 applications against the operating requirements. Model the full cost and expected value for management, including the migration and the work needed to run the environment.
02
Architect
Design the target and map the data. Decide which existing processes can continue and where a fresh design is warranted. AX lineage and a move from another ERP require different work.
03
Migrate
Prepare the environment, reconcile the migrated data and obtain business sign-off. Include agents only where their availability, controls and business case support the agreed scope.
04
Operate
Define support, release adoption and ongoing ownership. Evaluate further automation through Braintree’s AI Value Framework, which tests the cost and value before a deployment decision.
SERVICE SCOPE
What’s in scope.
01
Dynamics 365 Finance
Define general ledger, payables, receivables, fixed assets and financial-close requirements. For groups with multiple entities or countries, record the consolidation, localisation and reporting needs that influence the solution and rollout sequence.
02
Supply Chain Management
Map procurement, inventory, warehouse and manufacturing processes to Dynamics 365 Supply Chain Management. Review the systems and operational dependencies that determine where data, planning and execution must connect.
03
Project Operations and Commerce
Evaluate project contracts, costing, work in progress and revenue requirements alongside commerce needs where relevant. These applications serve distinct business processes; include them because the enterprise requires their scope, rather than as an assumed bundle.
04
Enterprise migration architecture
Assess the current ERP, integrations, master data and reporting before designing the target. The published service addresses estates including Dynamics AX and other enterprise ERP platforms, with route decisions based on the specific process and technical conditions.
05
AI and operational automation
Consider assisted finance, procurement, project or catalogue workflows only where the product capability and business case are established. Define permissions, review points and ongoing ownership before introducing an agent into a financial or operational process.
Build a programme around entities, processes and dependencies.
An enterprise ERP assessment needs more than a module list. It should show how the target supports the business structure and how the organisation can transition without losing sight of operational acceptance.
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Current ERP, entity structure and process inventory.
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Data, integrations, reporting and localisation requirements.
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Target application scope and architecture decisions.
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A migration sequence with dependencies and acceptance gates.
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TCO assumptions, business ownership and the post-change operating scope.
Separate continuity from redesign.
An AX-based estate and an organisation moving from another enterprise platform will have different migration requirements. Some processes may continue with limited change; others may need redesign before configuration. Group structure and operational dependencies also influence whether rollout is phased by entity, region or capability. Establish those decisions during assessment rather than borrowing a cutover pattern from another project.
01
Make the enterprise structure part of the design
An enterprise ERP programme must accommodate how entities trade, report and operate together. Different legal entities may share a group view while retaining distinct financial processes, currencies and operational requirements. Before selecting a rollout pattern, examine which processes are genuinely shared and which differences are necessary.
Dynamics 365 finance and operations applications cover financial and supply-chain responsibilities through connected application capabilities. Braintree’s programme scope should map those capabilities to the organisation’s operating model, interfaces and controls. A module catalogue cannot establish how intercompany work, local requirements or group reporting should behave in the customer’s environment.
02
Prepare entity owners and complete process scenarios
Bring the entity structure, chart and reporting requirements, source systems, integrations and current control responsibilities. Include important cross-entity scenarios and dependencies on logistics, banks, warehouses or external applications. Identify who can approve a global process decision and who must validate a local requirement.
The programme should maintain decisions about data ownership, integrations and rollout dependencies alongside the configuration backlog. Microsoft’s implementation guidance emphasises go-live readiness and validation of migration work. The customer’s process and finance owners need to accept the reconciled results and operating procedures. Scope the transition, support model and subsequent releases explicitly, including how the organisation will manage new requirements while other entities are still moving.
03
Programme choices to resolve before committing to waves
Decision
Evidence to examine
What to agree
Common model and local needs
Entity structures, statutory requirements and operating differences.
What is standardised, what varies and who approves the exception.
Rollout sequence
Shared data, interfaces, business calendars and operational dependencies.
Entity, regional or capability phases with usable transition arrangements.
Control and acceptance
Financial reconciliation, roles, approvals and end-to-end scenarios.
The evidence and business authority required for each go-live decision.
EVIDENCE & DOCUMENTATION
See the work in context.
BEFORE YOU DECIDE
Practical questions.
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Is this the same as Business Central?
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Will an existing agent handle every finance task?
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How is the target region selected?
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Must all entities adopt an identical process?
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How are existing integrations handled?
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What should finance accept before an entity goes live?
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Can rollout continue while the first entities are operating?
BUILD YOUR BUSINESS CASE
Build an enterprise programme around the operating model.
The problem to solve.
Multiple entities, local requirements and inconsistent processes make a finance-system replacement a group-wide operating decision.
What success should look like.
Agree the legal-entity model, common processes and local exceptions before sequencing migration, adoption and ongoing support.
Bring these into the discussion.
A useful starting point for your team and the people approving the investment.
Useful reading for your proposal.
Evidence, examples and questions to take into the decision.
Customer story
17 October 2024
Customer story
Old Mutual Africa: finance across countries
Examine a finance programme spanning multiple countries and regulated entities.
Read the customer story
Insight
7 September 2026
Enterprise implementation
What a complex F&O rollout requires
Prepare questions on legal entities, localisation, access and governance.
Read the insight
Insight
3 May 2024
Finance leadership
Give finance one view of the numbers
Connect the programme to reporting and decision-making requirements.
Read the insight
LET’S GROW.
Work through the next step with Braintree.
Bring the group structure and rollout constraints. We will help shape the programme before narrowing the application scope.
