Autocare Services is one of Australia’s largest integrated automotive logistics providers, delivering end-to-end transport, storage, and processing solutions to Original Equipment Manufacturers, dealerships, rental and fleet companies, and more. With over six decades of experience and a strong national footprint, Autocare plays a vital role in Australia’s automotive supply chain.
In early 2024, Autocare began a major transformation following its acquisition by the Optimus Group, a global automotive investment company listed on the Tokyo Stock Exchange. As part of the transition, Autocare engaged Elwyn Consulting and NRI to deliver a new, standalone Oracle instance from the ground up, ensuring operational continuity and setting the foundation for future efficiency and control.
Opportunity
The acquisition of Autocare from their former parent company, LINX Cargo Care Group (LINXCCG), triggered the need for a full separation from legacy systems and processes. Autocare was operating under a Transition Services Agreement (TSA) with a strict nine-month deadline to establish its own technology platforms across Finance and HR before incurring significant cost risks. Autocare engaged Elwyn Consulting, to augment their business to get the organisation ready for the pending change and navigate the decision-making process.
Autocare had to decide whether to switch technology providers or stay with Oracle and stand up a new instance tailored to their evolving business needs. Opting for Oracle, the business saw an opportunity not only to meet the TSA deadline, but also to redesign core processes and improve business performance. Early recommendations revealed broader transformation potential, prompting the launch of a strategic initiative to uplift efficiencies across ERP, EPM, and HCM. This resulted in Elwyn partnering with NRI to help deliver the required change.
However, the separation from LINXCCG was complex. Many of Autocare’s finance and HR operations were previously managed centrally by LINXCCG, so the change demanded a complete shift in ownership, redesign of processes, integration planning, and stakeholder engagement. Failure to deliver would have resulted in both operational disruption, financial risk and avoidable costs.
“We were essentially building a new operating model from scratch, with no room for error,” said Mark Little, Autocare Services, Head of Finance. “It was critical that we hit the deadline and came out stronger on the other side.”
Solution
Elwyn and NRI brought deep expertise in Oracle implementation, change and platforms and a proven track record of large-scale enterprise implementations. Our team worked closely with Autocare to assess the current environment, define the future state, and lay out a strategy that would meet the delivery deadline while creating long-term value.
During the early discovery phase, we identified critical risks and opportunities, including underestimated integration complexity and a need to redefine ownership of core finance and HR functions. These findings enabled proactive planning and risk mitigation before the delivery phase began.
A future-state analysis gave Autocare clarity on the total cost of ownership and reinforced confidence in the Oracle platform’s scalability and alignment with the company’s growth ambitions. Engagement with key business leaders helped shape a program that addressed not just systems, but people and processes as well.
Workstreams across design, configuration, integration, data migration, testing, cutover, and governance were mobilised. Throughout the journey, Elwyn and NRI worked closely with Autocare to ensure business continuity, stakeholder alignment, and successful change adoption.
“Elwyn and NRI helped us see the bigger picture—not just how to meet the TSA deadline, but how to make smarter, future ready decisions that would support and position the business,” said Mark Little – Head of Finance.
Outcomes
The transformation program was delivered in just 18 weeks, on time and under budget, achieving cutover before the TSA expired and avoiding unnecessary extension costs. Despite the ambitious timeline, Autocare experienced minimal business disruption during the transition.
Key outcomes included:
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- A redesigned chart of accounts and updated calendar structure for better financial visibility
- An uplifted Oracle EPM design tailored to Autocare’s future business needs
- Aligned ERP processes specific to the unique nature of Autocare’s logistics operations
- Adoption of HCM best practices, creating a solid foundation for workforce management
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The result is a streamlined and scalable Oracle platform across ERP, EPM, and HCM pillars. By leveraging our Oracle expertise and structured delivery model, Autocare gained a powerful enterprise platform, modernised its processes, and confidently stepped into its new chapter under Optimus Group ownership.
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