Implementation of CS Orders at the Province of West Flanders

Addressing purchase order backlogs while implementing a new procurement platform

Initially, the Province of West Flanders sought support in addressing a backlog of purchase orders that still needed to be registered. The procurement team was faced with a large volume of requests that could not be processed in time given the existing team capacity. At the same time, the transition from the existing Mercurius software system to the new CS Orders platform from Cipal Schaubroeck was also on the agenda.

To relieve the pressure in both matters, TriFinance project consultant Thomas Van Damme was brought on board. After a short onboarding period, it quickly became clear that his role could extend beyond purely operational support. While the project was initially overseen by Tom Diopere, Head of the Multi-Annual Planning and Commitments section, it was decided to entrust the project management of the software transition to TriFinance. Thomas gradually took responsibility for the setup, implementation, and training related to the new software package.

Digital transformation of procurement processes

When Cipal Schaubroeck (CS) announced in 2024 that most of its customers would transition to the new CS Orders procurement platform in 2025 and 2026, the Province of West Flanders decided not to wait. Known for its forward-looking approach, the Province chose to address the transition proactively.

At the same time, it was clear that this transition would not be a straightforward software migration. There was no clearly defined project plan, nor any precedent to rely on. In addition, the impact on internal processes proved difficult to assess. Meanwhile, the Province’s Finance Department was working on a new multi-year financial plan, which limited the available capacity to support the transition.

Redesigning processes for the transition to CS Orders

Cipal gave several project team members, including Thomas, the opportunity to test a demo of CS Bestellingen (CS Orders). It quickly became evident that many processes tailored to the existing Mercurius software could not be directly transferred to the new system.

In response, TriFinance developed a project plan designed to create both clarity and stakeholder engagement. The plan outlined the requirements for each stakeholder. In collaboration with several expert managers, Thomas Van Damme established a clear division of responsibilities for the Finance Department’s project team. Under the leadership of Tom Diopere and with support from staff member Arno Mortier, a compact team was formed with clearly defined decision-making responsibilities for each area.

Each stakeholder within the Finance Department was also consulted to verify whether the software provided the necessary functionalities and integrations with Mercurius to support the “invoicing” and “costs and revenues” sections.

The organization therefore needed to prepare not only for a change management process but also for the translation or redesign of existing processes within the capabilities of the new software package.

Project monitoring, implementation, and user training

To ensure transparency and closely monitor project progress, Thomas regularly reported back to the project lead and, at scheduled intervals, to the Head of the Finance Department. By maintaining a clear overview of outstanding tasks, priorities, and dependencies, the Province was given an accurate view of the project’s status.

This overview also enabled the Province of West Flanders to engage in targeted discussions with Cipal Schaubroeck. It allowed them to indicate in a timely manner which functionalities were still missing before a final implementation could take place. To remain aligned with the work being carried out by the software provider, weekly meetings with the developers were scheduled. This ensured that all parties remained continuously aligned.

Once the software was ready for use, the focus shifted from analysis to implementation. Thomas developed a detailed rollout plan covering both internal communication and the practical deployment of the new system. In the final phase, he organized training sessions for all employees of the Finance Department, enabling them to become familiar with the new working environment and further refine their functional requirements within CS Orders.

Measurable results and structural improvement opportunities

The project was completed over the course of approximately one year. During that time, the following milestones were achieved:

• A structured project plan was developed, including a clear timeline, task list, and priorities
• Internal processes were redesigned and aligned with the new system
• A communication and training plan was rolled out to ensure that all potential users could work efficiently with the new software
• All end users were successfully onboarded

Guided by the project plan and task list with an associated timeline, the Province of West Flanders successfully transitioned to the new procurement platform from Cipal Schaubroeck.

Although certain functionalities are still under development, the system is currently sufficiently operational to support existing procurement processes. Additional expectations the Province has regarding the ERP system have since been communicated to the software provider. The Province is actively monitoring the further development of these functionalities.

The initiative delivered more than just a successful implementation. In addition to translating the existing procurement process and configuring the new software environment, several optimization initiatives were also identified. These improvement initiatives form an important foundation for further efficiency gains within procurement and purchasing processes.

Through close collaboration with Tom Diopere and Arno Mortier, Thomas Van Damme successfully planned and delivered the project. For the Province, this meant working with a partner who closely monitored its needs, ensured clear communication, and combined theoretical expertise with practical experience in ERP transitions.