When Operations Director Bernd Niessen looks at Habufa’s current project pipeline, he sees something that would have been impossible just four years ago: his most skilled people working on growth initiatives instead of manual administrative tasks.
“We can now deploy the capabilities of highly qualified people for new projects instead of needing them to manually intervene in certain processes,” explains Niessen. “We can use them to integrate NetSuite into other parts of the business and drive expansion initiatives.”
This transformation didn’t happen overnight. It’s the result of a strategic NetSuite implementation that systematically eliminated manual work across Habufa’s operations, freeing up their most valuable resource, experienced staff, to focus on the projects that drive the company’s ambitious growth agenda.
The Hidden Cost of Manual Processes
Before NetSuite, Habufa’s skilled employees were trapped in a cycle of manual interventions that consumed their time but added little strategic value. In debtor management, skilled financial staff spent hours on phone calls with customers, investigating discrepancies, tracking down missing credit notes, and resolving what Niessen calls the “gray areas” that inevitably arise with manual processes.
“There were always gray areas,” recalls Niessen. “A debtor would call when there was a limit or time limit exceeded, and we’d have to investigate together. The customer would say ‘but there’s a credit note here that hasn’t been processed yet.’ There was always a bit of uncertainty.”
Customer communications presented another drain on resources. Up to 30% of customer interactions required manual processing of order confirmations, delivery schedules, and status updates – work that demanded attention from experienced staff who understood the complexities of the business. Every exception, every change, every update required human intervention from people who had the knowledge and authority to make decisions.
This wasn’t just inefficient, it was expensive. Habufa’s most valuable employees, the ones with deep institutional knowledge and problem-solving capabilities, were spending their time on repetitive tasks instead of driving growth.
The Strategic Reallocation
NetSuite’s implementation fundamentally changed how Habufa deploys its human capital. By automating routine processes, the company created capacity for strategic initiatives that directly contribute to growth.
“We’re working on automating our entire purchase order and goods flow within NetSuite,” says Niessen. “This is a fundamental process change that our skilled staff can now focus on because they’re not tied up in manual customer communications.” The team is simultaneously busy with rebranding their French collection, which will be fully integrated into NetSuite. These represent fundamental process changes that support European expansion – work that simply wasn’t possible when those same people were handling routine administrative tasks.
The company is also implementing sophisticated dropshipment capabilities and advanced warehouse management features that will enable new fulfillment models. Resources previously tied up in manual order processing are now developing enhanced customer portals and automated service capabilities. With operational efficiency gains, the company can dedicate more resources to entering new markets and developing new product lines.
The Mathematics of Resource Multiplication
The impact of automation on resource allocation becomes clear when you examine what changed. Before NetSuite, 30% of customer communications required manual intervention, debtor management consumed significant time from skilled financial staff, process exceptions demanded attention from experienced operations personnel, and integration with partners required ongoing manual coordination.
After NetSuite implementation, EDI integrations with 30% of customers run completely automated, seamless API connections with logistics partners like PostNL and JCL eliminate manual coordination, debtor management processes run automatically with minimal intervention, and order confirmations, delivery schedules, and status updates require no human touch.
“No manual work is involved anymore in order confirmations, delivery confirmations, delivery schedules,” explains Niessen. “No human hand touches these processes.”
The Compound Effect
The transformation created a compound effect that multiplies the value of automation beyond simple task elimination. With routine tasks automated, skilled staff can focus on complex problem-solving and strategic decision-making. “We can make efficiency improvements everywhere NetSuite is implemented,” notes Niessen.
Automation didn’t just reduce work, it improved quality. “The gray area is gone,” says Niessen. “Our debtor managers rarely have to discuss these kinds of topics with customers anymore. The customer knows that what Habufa writes and the documents behind it are sound and completely consistent.”
Freed from operational maintenance, teams can focus on continuous improvement and innovation. The five-year roadmap for complete digital transformation is only possible because resources are available for strategic initiatives. Perhaps most importantly, Habufa can now scale operations without proportionally increasing administrative staff. Growth projects can focus on revenue generation rather than operational support.
The Strategic Impact on Growth
The resource reallocation has had measurable impacts on Habufa’s growth capabilities. Major initiatives that previously would have taken years due to resource constraints can now be completed in months. Automated processes deliver faster, more accurate service while freeing staff to focus on value-added customer interactions.
While competitors struggle with manual processes, Habufa can respond quickly to market opportunities with their available resources. Teams have time to experiment with new approaches, test new markets, and develop new capabilities.
The Five-Year Vision
Niessen has mapped out a comprehensive plan for the next five years that will further multiply the resource utilization benefits. The company will complete core systems integration including logistics modules, sales and inside sales processes, and automated purchasing workflows. They’ll then implement advanced capabilities like marketing automation, AI-powered analytics, and predictive maintenance systems.
By year five, they aim to achieve full digital transformation with complete phase-out of legacy systems, advanced AI capabilities, and fully automated operations where appropriate.
“We have a timeline for the next five years to gradually replace all remaining ERP modules and functionality one by one,” explains Niessen. “By then, we’ll have everything running on NetSuite Oracle combined with the customizations we’ve added through SuiteScripts.”
Lessons for Growing Manufacturers
Habufa’s experience offers critical insights for other manufacturers looking to optimize resource allocation. The true cost of manual processes isn’t just the time spent, it’s the opportunity cost of having skilled staff tied up in routine tasks instead of growth initiatives. Companies should prioritize automation of processes that consume the most skilled labor, like customer communications and financial management.
Having a clear vision for how freed-up resources will be used is essential. Don’t just automate – strategically reallocate. API-first architecture enables automation that truly eliminates manual work rather than just moving it around. The real value comes from sustained resource reallocation over time, not just initial efficiency gains.
The Competitive Advantage
In today’s competitive manufacturing environment, the companies that thrive are those that can deploy their human capital most effectively. By systematically eliminating manual work and freeing skilled staff for strategic initiatives, Habufa has created a sustainable competitive advantage.
“We can look back with Rsult on a very good result together,” reflects Niessen. But more importantly, they can look forward to a future where their most valuable asset, their people, are focused on the work that matters most: driving growth, serving customers, and building the business.
For manufacturers still trapped in manual processes, Habufa’s story demonstrates that the path to growth isn’t necessarily hiring more people – it’s about using technology to unlock the potential of the people you already have.
