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Released client evidence
Amway / Global ERP learning / Outsourced capability
How SDI centralized ownership, expanded production capacity, localized the experience, and improved the economics of a global Oracle training rollout.
01 / The business problem
Amway needed to support concurrent Oracle implementations across regions with different business practices, technical readiness, languages, and delivery preferences. A fragmented internal-and-contractor model required heavy oversight and made consistency difficult.
02 / What leaders needed to decide
The company needed a single operating model for the learning work: who would own the system, how regional variations would be governed, and how enough high-quality assets could be produced without multiplying internal coordination load.
03 / What SDI did
Established one accountable training team and point of contact for the global system.
Created and localized 50–80 courses per region, plus guides, simulations, videos, online learning, and LMS support.
Maintained a sandbox environment so people could practice before entering production.
Facilitated regional delivery, coached trainers, analyzed feedback, and improved the next implementation cycle.
~$300K
The released record attributes roughly $300,000 in reduced cost to the redesigned approach.
7 → 4
The documented training team decreased from seven people to four.
6 continents
The team met quality and schedule milestones across the global rollout.
04 / What the released record shows
The released record documents higher throughput, lower cost, more consistent design and delivery, improved project management, and successful support for aggressive regional go-live dates.
“We could not have hit our quality and schedule milestones without this SDI team.”
What the evidence does—and does not—support
Savings, staffing, course-volume, and geographic claims are taken directly from the released record.
Source basis: Released SDI / Amway global ERP case study.
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