Metaglas ready for the future thanks to Isah ERP software

In January 2023, Metaglas, based in Tiel, selected Isah’s ERP solution. Five months later, the implementation phase began, and another six months after that, the company went live with the ERP software. Brouwer played a key role in all phases – from defining requirements, ERP selection, and implementation to go-live and aftercare. Brouwer joined Metaglas four years ago as Digitalization Manager, with the goal of selecting and implementing a new ERP system for the company. After mapping out the company's needs and requirements, the project was temporarily put on hold due to COVID-19. Looking back, he is highly satisfied with the decision to select Isah.

From fragmented IT landscape to integrated ERP software

“When I started at Metaglas, the company was still using an outdated ERP solution,” Brouwer begins. “Colleagues weren’t necessarily dissatisfied with it, but management strongly sensed that the system was not future-proof. The ERP system had been implemented in 2009, and since then, no software updates had been performed. This was largely because a custom integration with a third party was no longer supported. The prevailing mindset was to ‘touch it as little as possible’ to avoid any disruption. However, this cautious approach often blocked essential improvements to business processes. Over time, support from the ERP vendor also ceased, which became increasingly problematic.”

In response, Brouwer began mapping out the various processes at Metaglas. He discovered that different departments were using a patchwork of standalone systems alongside the ERP. Sales generated quotations in a separate application. The work preparation team used an isolated CAD and planning tool, manually transferring bills of materials into the ERP. Production was managed through yet another system. Even accounts receivable was handled in a completely different application. Brouwer points out: “The Finance colleague didn’t have bank integration either. To reconcile payments, she had to display bank transactions on one screen and the ERP on another, entering data by hand. On top of that, nearly every department had maintained its own Excel spreadsheets to manage planning. Everyone had their own tools — and essentially, their own version of the truth.”

The goal was clear: to implement an integrated ERP solution that would serve as a single source of truth and replace the many fragmented systems in use.

Requirements and expectations for the ERP solution

After thoroughly mapping the business processes and identifying the areas in which Metaglas wanted to grow, Brouwer documented the specific requirements and expectations for each process step. These were reviewed and validated with colleagues before the search for suitable ERP vendors began. When COVID-19 struck, the selection and implementation process had to be temporarily paused. However, digital meetings continued, allowing the team to narrow the longlist to a shortlist of potential vendors.

Architectural firm Marco van Veldhuizen | Photography Peter Baas

From previous roles, Brouwer had noticed a common misconception: many companies and their employees believe their business processes are uniquely complex. He explains: “In reality, many processes are quite similar across organizations, which makes a standard ERP system not only sufficient but often the best choice. At Metaglas, though, I quickly saw that our core processes differ significantly from most others in several key areas. Because of our project-based customization and the many interlinked internal and external production and assembly steps, there's a much greater degree of dependency throughout the chain. We also have various industry-specific requirements. That said, in other parts of our operations, standard ERP functionality is more than adequate.” 

Metaglas' key requirements:

1. Optimizing the customer order decoupling point (CODP)

A central requirement for Metaglas was the ability to standardize processes while remaining flexible enough to meet individual customer needs. Achieving this balance meant carefully determining the customer order decoupling point — the moment production shifts from being forecast-driven to order-driven. Metaglas wanted this point to occur as late as possible, allowing purchases to be made based on actual orders. Each project would serve as the central framework for planning and execution across the organization.

2. Support for progress billing 

An industry-specific requirement was the ability to send partial invoices. “You can compare our projects to buying a house,” says Brouwer. “At one point, a 10% invoice is sent, and later, for example, a 20% invoice.” For Metaglas, it was crucial to be able to easily set up a progress billing schedule for each project. The billing schedule needed to be based on percentages and linked to specific delivery milestones. It was important for Metaglas to achieve this without requiring any customizations. 

3. Layered project structure

Given the complexity of its production processes, Metaglas required robust support for multi-level project planning. Finished products are typically composed of numerous components, each with its own production order. For example, a single frame might include fixed glass panels, operable sections, or sliding doors — each requiring glass of varying thickness and dimensions. Meanwhile, aluminum profiles are sent to an external partner for coating, tailored to specific customer requirements for color and finish. The ERP solution needed to coordinate procurement for all associated materials and outsourced steps, while managing an integrated production schedule with high precision. Brouwer explains, “In my experience, many software packages struggle with managing such levels of layering and dependencies. However, for us, it is essential to have full control over our processes.”

4. ERP software tailored to the manufacturing industry

A final requirement was that Metaglas specifically sought an ERP solution designed for companies like theirs. “We were looking for a vendor that truly focuses on project-based manufacturing companies like ours,” explains Brouwer. “This ensures that the unique needs of businesses like ours are handled within the standard system, without extensive customization. Our expectation is that when we face a new challenge, our vendor will respond by saying, ‘Yes, we have a solution for that, because many of our other customers face the same challenges.’ We want to feel recognized and genuinely supported.”

Industry recommendations steered Metaglas toward Isah 

Using this list of requirements, Metaglas narrowed its selection to several vendors, with Isah among them. “Isah checked off all our boxes, and we were also very pleased that they offer their own finance solution. After consulting with industry peers, we ultimately decided to go with Isah,” says Brouwer.

"Of course, we heard positive feedback from the references that each vendor provided. However, we also reached out to other ERP users within our personal network. It turned out that several colleagues already had positive experiences with Isah at previous employers. That made it clear to us that Isah truly stood out above the competition. Whether it was existing functionality, continuous innovation, or a partnership mindset, Isah consistently came out ahead. The feedback from industry peers about Isah was overwhelmingly positive!”

The benefits of that choice became evident quickly. “All departments benefit from the Isah ERP software,” says Brouwer. “Information is no longer scattered across multiple systems and Excel files. There is now a single source of truth, accessible to everyone.”