Beltaste shares the recipe for a successful ERP implementation.

From Fragmented to Centralized ERP Landscape

“Beltaste was working with various IT systems, and we were heavily dependent on external partners,” explains Luc. “Moreover, the environment was outdated. We were hitting its limits.” Beltaste decided to replace the fragmented landscape with a best-of-breed ERP infrastructure.

The requirements:

• A centralized system suited to the scale of a medium-sized family business.
• Functionalities tailored to the food sector: traceability, recipe management, turnaround time, quality controls…
• Robust capabilities to also support financial business processes.

Traceability Down to Pallet Level

On October 1, 2024, the new ERP platform went live. It drastically changed the way of working: no more spreadsheets or paper, but a fully digital production and logistics process.

One of the biggest advantages is traceability, says Luc:
“Previously, it was limited to the order level. Now, each pallet receives a unique barcode with information about the item, the batch, the expiration date, and the number of boxes — fully aligned with the GS1 standard.”

Reporting has also been automated. Luc adds:
“Everyone now has quick access to all the data they need. Our sales team, for example, can immediately consult sales figures and revenue per customer. Thanks to integration with Power BI, the reports are also a great help for pricing.”

References in Food

Microsoft Dynamics 365 Business Central
checked most of the boxes. By linking the Business Central backbone to Aptean software, Beltaste also brought in food-specific features — without the need for extensive customization. Cegeka was chosen to handle the implementation.
“They passed the selection process with flying colors, thanks to their impressive demo and strong references in the food sector,” says Luc.
“Throughout the project, it remained clear that our cultures were a good match.”

Create Ownership Among Your Colleagues

“We selected 13 key users from different departments and roles, plus a project leader. They were actively involved from the selection phase onward.”

“The approach was exceptional,” says Niels Habraken, Business Application Architect at Cegeka.
“The project leader and Luc deliberately chose to stay a bit more in the background so that the key users would truly take ownership. They collaborated with us, thoroughly tested the system, trained colleagues, and are still our main points of contact. This way, IT is fully relieved, and there’s a lot of in-house knowledge of the system.”

Ensure Change Management

“An ERP implementation demands a lot from everyone. That’s why we communicated openly with all employees. We clearly explained why the step was necessary, what exactly would change, and most importantly: what benefits it would bring them. And they were kept informed of the progress.”

Guard the Scope

“Phase 1 for us was simply replacing the old ERP system. We deliberately put expansions on hold.”

Now that the first phase has been successfully completed, Luc and his colleagues are rolling out the ERP platform to the location in the Netherlands, followed by Hungary. They also plan to integrate financial reporting and add more interfaces with Power BI and other apps — to quickly benefit from even more advantages.

Choose Quality Over Speed

“We prepared the transition thoroughly so that we wouldn’t have to make any fundamental decisions during the switch. For example, we critically reviewed our own processes: if something didn’t make sense, it had to change. Even during the implementation itself, we prioritized quality over speed to avoid rework. And we had a detailed go-live script, with a clear step-by-step plan outlining phases and responsibilities. Even our customers were informed.”