Ballast Nedam is a development and construction company in the Netherlands with approximately 2,000 employees and a focus on project work. In this case study, we take a closer look at the implementation of the Basware SaaS solution at Ballast Nedam, with a special focus on the role of 4CEE as the implementation partner.
Ballast Nedam’sIT landscape has changed significantly in recent years. For example, the company drastically reduced the number of ERP systems—from seven to one. Around the same time, it became clear that the old accounts payable (AP) system was reaching the end of its lifecycle. Consequently, the Amsterdam-based construction company decided to look for an alternative that better aligned with its needs and requirements.
“Basware’s solution had evolved so much in the meantime that we decided to take a fresh look at all the players in the market. Thanks to this thorough market assessment, we were reaffirmed in our choice of Basware,” says Rob Kathmann, ICT Director at Ballast Nedam.
When selecting an implementation partner, the pricing model was a key factor for Ballast Nedam. The level of engagement demonstrated by 4CEE—from sales to technical staff—was also decisive in their choice. Kathmann confirms: “At 4CEE, we also saw commitment from all the employees involved.”
Gerard Vermeulen, IT Consultant at Ballast Nedam and responsible for the implementation of the AP system, adds: “We’d been working with 4CEE for a while. That’s an advantage, because then you know what to expect from each other.”
Immediately after the decision was made, a joint steering committee was appointed. Both parties collaborated on development, testing, and configuration. Progress and issues were discussed and resolved through the steering committee.
During the implementation of the new software, there were positive comments about 4CEE’s technical consultants. For example, they responded quickly when complicated issues arose. Vermeulen: “4CEE provided excellent technical consultants, which allowed the implementation to be completed on time and within budget.”
Snijder, on the other hand, emphasizes the importance of collaboration during the implementation. According to her, a joint steering committee was the main reason the project stayed within the set deadlines and budgets. “The joint steering committee prevented potential ambiguities and escalations. Furthermore, both parties remained critical of their own organizations and their contributions to the implementation,” said Snijder.
Because Ballast Nedam operates primarily on a project basis, the procurement process is highly dynamic. The construction company works with an average of 9,500 suppliers. Each year, about 3,000 suppliers are added, and just as many are removed.
Following the implementation of the new AP system, Ballast Nedam processes approximately 200,000 incoming invoices per year. In the Netherlands, approximately 150 finance professionals use Basware’s software, and 1,200 people are involved in the authorization process. “We see opportunities in the near future to roll this out to business units abroad,” says Vermeulen.
The use of a SaaS solution has implications for the role of IT management within an organization. This trend was noted by Gerard Vermeulen, who stated that the role of IT management shrinks after the implementation of a SaaS solution. “A new tension has arisen between what you could handle yourself in the past and what you can do now,” says Vermeulen.
Another notable change is the introduction of automatic, monthly updates. “You know what to expect, and it’s very reassuring that everything goes smoothly,” says Vermeulen. Moreover, local installations are no longer necessary, and database management is no longer required.
A SaaS solution requires a different way of working, notes Maaike Snijder, Manager of the Financial Services Center at Ballast Nedam. “A SaaS solution takes some getting used to. You have to organize your work differently. It’s nice when the software then does what you expect it to do.”