Founded in 1838 in Lorraine, SEMIN is a family-owned industrial group specialising in the manufacture of materials for interior fit-out. Historically recognised for its expertise in plaster, the group has gradually expanded its offering around plasterboard and related solutions: access panels, metal framing, reinforced tapes and eco-friendly insulation.
With nearly 900 employees, around fifteen plants in Europe and revenue of approximately €220 million, SEMIN is pursuing an ambitious growth trajectory, now led by Caroline SEMIN, representing the sixth generation.
In a context of strong internal and external growth, the group launched a strategic ERP transformation project to support its international ambitions and a stated objective: reaching €1 billion in revenue by 2035. To structure this approach, SEMIN chose to rely on ALTHÉA’s expertise.
Context: a legacy ERP that has reached maturity
When the Group Executive Committee launched the project, the existing ERP had been supporting the company for nearly twenty years.
While it supported the group’s growth for many years, it can no longer meet the new challenges: international expansion, acquisitions, the construction of new plants and increasing complexity in industrial processes.
“Our legacy ERP supported SEMIN’s growth, but it was no longer able to support our future ambitions, particularly internationally.”
Valérie ROCH, HR and Transformation Director, SEMIN Group
The project quickly went beyond a purely technical dimension. It is a genuine transformation project, structuring for the entire organisation.
The assignment: define the scope, secure the process and choose the right software vendor–integrator duo
SEMIN wanted support from the very early stages, with a clear objective:
- Define a structured set of requirements aligned with the group’s strategy
- Secure the tender process
- Identify the right software vendor–integrator duo
Changing ERP is a high-stakes project with significant risks. The company therefore chose to surround itself with a firm capable of providing methodology, experience and an external perspective.
“Changing ERP is a structuring, high-stakes project. We were aware of the risks and difficulties some companies can encounter. It seemed essential to be supported by a firm with proven expertise.”
Valérie ROCH, HR and Transformation Director, SEMIN Group
Why ALTHÉA? A relationship built on trust and transparency
Several firms were consulted as part of a tender process.
Beyond expertise, SEMIN was particularly sensitive to the quality of the human relationship and the transparency of the message.
“The teams were able to explain very clearly the potential difficulties of an ERP project and how to anticipate them. This candour strongly contributed to our choice.”
Valérie ROCH, HR and Transformation Director, SEMIN Group
In a long-term project, the ability to establish a lasting relationship of trust was decisive.
A structured and evolving assignment
The support was delivered in several phases:
- Support with selection and choosing the software vendor–integrator duo
- Kick-off of preparation and migration
- Organisation of workshops involving business and IT teams
The ALTHÉA team evolved over the course of the project while maintaining strong continuity thanks to the presence of the project director.
Internal feedback highlights the quality of the discussions and the added value delivered during the workshops.
ALTHÉA’s strengths according to SEMIN
For Valérie ROCH, the project’s success is based on several key factors:
- A genuine willingness to understand SEMIN’s business and culture
- Open and transparent discussions
- Concrete, pragmatic advice
- Strong experience with complex ERP projects
“The advice provided is concrete and pragmatic, far from a theoretical or standardised message. This approach was particularly appreciated by the Executive Committee.”
Valérie ROCH, HR and Transformation Director, SEMIN Group
Beyond the core ERP project, ALTHÉA also provided insight into related strategic topics such as e-invoicing, management of RFA rebates, and the development of pricing policies.
Next steps: a migration planned for January 2027
The next major milestone is the ERP migration, scheduled for January 2027.
Until then, the teams will continue the scoping work and business workshops to prepare the switch-over under the best possible conditions.
SEMIN chose to maintain AMOA support throughout the migration phase to secure the roadmap and ensure alignment between strategy, organisation and the tool.
Conclusion: transforming to support ambition
SEMIN’s ERP project perfectly illustrates the challenges faced by fast-growing industrial companies: structuring the foundations to support ambition.
Beyond changing tools, this is a global transformation project aimed at securing performance, harmonising processes and supporting international development.
Thanks to methodical, transparent support tailored to its culture, SEMIN has laid the foundations for an information system capable of supporting its trajectory towards €1 billion.
A structuring project, delivered in a spirit of trust and pragmatism, true to the group’s family and industrial DNA.
