Stamford, 6902, CT,
United States
Rizing
Rizing, a prominent reseller, system integrator, and consulting company, that plays a vital role in numerous system integration and digital transformation initiatives. Rizing collaboration with software players such as SAP, Benefitfocus and WorkForce Software empowers organizations to embrace disruptive technologies and accelerate their journey to the cloud, thus reshaping their business models.
| Logo | Customer | Industry | Empl. | Revenue | Country | Vendor | Product | Category | When | Insight |
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Carhartt | Retail | 4500 | $1.0B | United States | SAP | SAP S/4HANA Retail Replenishment and Allocation | Allocation and Replenishment | 2020 |
In 2020, Carhartt implemented SAP S/4HANA Retail Replenishment and Allocation within the Allocation and Replenishment category to unify wholesale, retail and ecommerce processes and centralize inventory decisioning. The deployment used SAP S/4HANA for Fashion configuration to provide a single source of inventory truth and enable real time visibility for sourcing and allocation across its global channels.
The implementation focused on core replenishment planning and allocation capabilities, combined with omnichannel merchandising and inventory visibility modules to support allocation workflows and store replenishment logic. SAP S/4HANA Retail Replenishment and Allocation was configured to handle demand driven stocking rules, allocation prioritization and centralized inventory sourcing to streamline merchandising execution.
Rizing served as the implementation partner and delivered a preconfigured S/4HANA Fashion solution to accelerate the migration and standardize merchandising and allocation processes. Integrations were implemented across wholesale order flows, retail operations and ecommerce fulfillment channels to align supply chain, merchandising and inventory planning teams under common data models and allocation rules.
Governance changes emphasized standardized allocation rule sets and centralized inventory master data to support omnichannel replenishment and to formalize allocation decision workflows. The program explicitly targeted improved stock sourcing and allocation to reduce stock outs and excess inventory across Carhartt global channels, leveraging the SAP S/4HANA Retail Replenishment and Allocation application to operationalize those objectives.
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Energy Queensland | Utilities | 9300 | $4.0B | Australia | SAP | SAP S/4 HANA | ERP Financial | 2024 |
In 2024, Energy Queensland integrated SAP S/4 HANA as its ERP Financial platform and connected SAP Fieldglass solutions to digitalize sourcing and management of the contingent workforce within the Digital Division. The program targeted professional services contractors supporting a broad portfolio of digital projects, standardizing contractor lifecycle workflows across sourcing, statements of work, time capture, and invoicing.
Energy Queensland deployed the SAP Fieldglass Services Procurement application alongside the SAP Fieldglass SOW Worker and Documentation Tracking solution to orchestrate procurement and SOW supplier management. Configuration centered on automated time sheet to invoice flows, online manager approvals triggering payments, electronic SOW lifecycle management, and a streamlined recruitment workflow that removed e-mail based exchanges from the process.
Integrations were implemented between SAP Fieldglass, SAP S/4 HANA, the SAP Ariba Strategic Sourcing Suite, and the SAP Business Network Commerce Automation solution to create an end to end procure to pay fabric for contingent labor. The integration architecture tied spend to individual contracts and enabled automatic generation of invoices from approved time sheets, while preserving a digital audit trail and centralized reporting through the ERP Financial backbone. Implementation services were provided by Rizing.
Process and governance changes accompanied the technical implementation, with purchase requisition to purchase order flow for contractors automated and purchasing and accounts payable teams removed from routine approvals. Agency communications and contract variations are now conducted within SAP Fieldglass, and documentation tracking enforces compliance and auditability for statement of work engagements and supplier submissions.
Energy Queensland reported specific operational outcomes from these implementations, including 100% of the Digital Division's contractor invoices paid on time sheet approval, more than 90 percent faster access to reporting insights, and a 95 percent reduction in accounts payable processing time. The new workflow reduced sourcing and procurement steps from nine to three and cut contract variation processing from about ten minutes to under thirty seconds, while reporting latency improved from up to fifteen minutes to less than one minute.
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IEHP | Insurance | 3600 | $1.7B | United States | SAP | SAP SuccessFactors Compensation | Compensation Management | 2018 |
In 2018 IEHP implemented SAP SuccessFactors Compensation as part of a targeted Compensation Management initiative that included Employee Central and Job Profiler modules. The deployment centered on formalizing compensation planning workflows and job classification processes within the Human Resources function.
The SAP SuccessFactors Compensation implementation delivered standard compensation planning capabilities, job profiling and classification configuration, and centralized employee master data via Employee Central. Work performed included preparing summary reports of job analysis and compensation information, assessing job duties to define classification and salary ranges, and configuring pay structures and approval workflows consistent with Compensation Management practices.
Implementation partner Rizing led configuration and rollout activities, aligning system build with HR operations including HR generalists and compensation specialists. The deployment supported operational tasks documented by HR staff in Rancho Cucamonga, CA, and was used to inform hiring, compensation decisions, and performance evaluation workflows.
Governance activities emphasized collaboration with leadership to establish preferred methods and best practices for hiring, compensating, and evaluating team members, and to embed those processes into the configured SAP SuccessFactors Compensation workflows. Change activities focused on policy alignment and role based approval routing rather than on technical integrations beyond Employee Central.
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Insurance | 3600 | $1.7B | United States | SAP | SAP SuccessFactors Succession and Development | Succession and Leadership Planning | 2018 |
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Insurance | 3600 | $1.7B | United States | SAP | SAP SuccessFactors Performance and Goals | Performance and Goal Management | 2018 |
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Insurance | 3600 | $1.7B | United States | Benefitfocus | Benefitfocus Benefitplace | Benefits Administration | 2018 |
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Insurance | 3600 | $1.7B | United States | SAP | SAP SuccessFactors Employee Central | Core HR | 2018 |
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Insurance | 3600 | $1.7B | United States | WorkForce Software | WorkForce EmpCenter | Workforce Management | 2020 |
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Insurance | 3600 | $1.7B | United States | WorkForce Software | WorkForce Time & Attendance | Time and Attendance | 2016 |
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Insurance | 3600 | $1.7B | United States | SAP | SAP SuccessFactors Recruiting Marketing | Candidate Relationship Management | 2018 |
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Buyer Intent: Companies Evaluating Rizing Services
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