Digital transformation is reshaping agriculture, creating opportunities to boost efficiency and enable smarter decision-making. However, migrating from legacy systems to modern cloud-based ERP solutions presents significant challenges that can make or break your transformation journey.
John Melland, CEO of Levridge, offered insights from his own ERP migration experience as CFO of Arthur Companies before joining Levridge in the webinar, Modern ERP for Grain: Transform Operations and Drive Efficiency. His real-world example highlighted both the practical challenges and proven solutions for successful implementations.
"When you think about digital transformation and your ERP transition, it is not a light task,” Melland said. “It's a big undertaking. Success requires more than technical implementation — it demands careful planning, stakeholder engagement, and realistic timelines.”
Challenge 1: Data migration
The technical mountain
Data migration represents the most complex aspect of ERP implementation.
“Data migration takes a long time, up to a year,” Melland said. “All of the data has to come out of the old systems and into the new system.”
Complexity multiplies with multiple legacy systems. “In some cases, businesses move from two different systems, so it's not simply taking data from one and plugging it into another, but it takes matching data from two systems.”
What needs to migrate
Melland said two key types of data must be accurately migrated. The first is “master data,” like customer records, vendor records and GL accounts. The second is transactional data, such as open contracts, trades, scale tickets and unpaid settlements.
At Arthur Companies, Melland’s team consolidated two disparate systems: "We were on legacy systems with Cinch layered on top of GP Microsoft product, as well as Ag Tech." This required extracting data from multiple sources and reconciling information stored differently across systems.
Solutions for success
- Allow Adequate Time: Arthur Companies took 12 months from start to go-live
- Partner with Experts: Work with experienced implementation partners
- Prioritize Data Quality: Clean and standardize data before migration
- Test Extensively: Validate accuracy through multiple test cycles
Challenge 2: Change management
Understanding user engagement
Different user groups respond differently to system changes: "Usually IT and accounting folks seem fairly engaged. It's maybe the merchandisers and agronomists that are less engaged."
"You have to have champions, people that are leaders who will help the various teams," Melland recommends. Champions serve as change advocates, training leaders, and go-live support within their departments.
Solutions for success
- Identify Champions Early: Select influential team members from each department
- Customize Engagement: Different roles require different approaches
- Communicate Benefits: Help users understand personal advantages
- Provide Ongoing Support: Change management continues beyond go-live
Challenge 3: User Training
The training imperative
"Training wise, moving to a new system is a big deal," Melland states. Transitioning from decades-old systems to new interfaces requires comprehensive preparation.
"Getting everybody on the system, testing it out and practicing really helps for going live," Melland emphasizes. Practice builds competence and confidence while reducing anxiety.
Levridge partners provide training through work streams: commodity accounting, agricultural sales, risk management, and GL/AP/AR. Each includes hands-on practice with realistic test cases.
Solutions for success
- Work Stream-Based Training: Organize around functional areas
- Hands-On Practice: Extensive test environment opportunities
- Realistic Scenarios: Create test cases mirroring daily work
- Ongoing Education: Learning continues after go-live
Overcoming the challenges
Melland said in his experience, the biggest implementation challenges come down to two things: transferring the data from old system or systems to a new system, and helping users manage change.
Arthur Companies’ primary success metric was to “Make sure there were no interruptions in customer service, make sure you can receive grain on day one, write a check for grower settlement on day one and make sure growers could see their information on the bushel app right away,” Melland said.
Implementation was fully achieved in one week. On day one grain receiving was operational and contract applications were functional. On day two the first grower settlement was processed and by one week the grower app data was visible.
Digital transformation in agriculture isn't optional — it's essential for competitiveness. The Arthur Companies case study demonstrates that with proper planning, expert partnership and commitment to both technical and human elements, organizations can successfully transform operations while maintaining business continuity.
In recounting how one company navigated its ERP transition, Melland offered practical insights from his unique experience as both customer and vendor, providing valuable guidance for organizations embarking on their own digital transformation.
Before organizations embark on an ERP modernization, preparation is imperative to navigate the challenges successfully. With the right approach to data migration, change management and user training, businesses can thrive in agriculture's digital future.
