While many businesses still hesitate because of the cost, complexity, and risks of digital transformation, Phu Tai Joint Stock Company (Stock Code: PTB) chose a different approach: start small, implement quickly, and execute properly.
Starting with a Cloud ERP project to build a modern digital operating model – where every decision is based on real-time data – Phu Tai continued to expand the model from Phutai Quartz Stone to all seven stone and wood business units. This is not only a technology milestone, but also clear proof that businesses willing to start and stay committed to digitalization can turn technology into a sustainable competitive advantage and confidently compete globally.
The building materials manufacturing industry, especially quartz stone and wood production, operates on continuous automated production lines that require extremely high precision, strict quality standards, and significant investment costs. As a result, digital transformation in this sector has always been considered a major challenge.
Mr. Nguyen Sy Hoe, CEO of Phu Tai Joint Stock Company, shared that Phu Tai has more than 30 years of development across multiple sectors, including wood, stone, wood pellets, forestry investment, mining systems for stone materials, and real estate services. “To support larger-scale and more sustainable growth, Phu Tai identified digital transformation as the foundation for future development and breakthroughs. Especially with the need to manage a multi-industry operation, ensure transparency between subsidiaries and the parent company, improve production productivity, and prepare for global expansion, digital transformation has become a matter of survival,” Mr. Hoe emphasized.
Meanwhile, digital transformation in the materials manufacturing industry – especially quartz stone production – often starts with challenges such as fragmented data, lack of standardization, and operational information remaining outside centralized systems. Many businesses operate with limited visibility into machine productivity and material loss rates in processes such as grinding, mixing, pressing, and polishing. Older equipment is often unable to connect or collect real-time data, making quality control and cost optimization heavily dependent on manual experience.
Another challenge comes from the nature of quartz stone manufacturing itself: complex processes, multiple variables, and high dependence on worker expertise. Input materials such as powder, granules, and adhesives constantly fluctuate, yet companies lack deep enough data platforms to evaluate, forecast, and make proactive decisions. As a result, optimizing formulas, controlling costs, and ensuring quality often become reactive rather than proactive processes.
Finally, one of the biggest challenges lies in people and organizational readiness. Many businesses lack teams that understand both technology and manufacturing operations, while resistance to change often creates bottlenecks in digital transformation initiatives. Without organizational alignment and readiness, technology investments struggle to deliver real value.
In this context, Phu Tai faced a clear choice: continue operating under a traditional and risky model or begin a bold journey to modernize its entire operational DNA with technology. The company decided to start with a pilot implementation at Phutai Quartz Stone.
On February 7, 2025, Phutai Quartz Stone and FPT officially launched the SAP S/4HANA Cloud Public Edition project. After only five months, the system officially went live – an impressive speed for the building materials manufacturing industry.
For the project, the company established clear selection criteria: the implementation partner had to possess deep expertise in manufacturing, especially building materials, have proven ERP experience with large enterprises, provide a strong consulting team, commit to long-term support, and ensure the highest standards of progress, quality, and security.
With these requirements, SAP S/4HANA Cloud Public Edition became the optimal choice thanks to its global management standards, flexible scalability, automatic upgrades, and real-time management capabilities. FPT was selected based on more than 20 years of ERP implementation experience, deep industry understanding, a comprehensive digital ecosystem, and an experienced consulting team.
The project covered key modules including financial accounting, sales, procurement, warehouse management, production, quality management, and e-invoice integration. The scope covered the entire business process from finance, quartz material procurement, slab production, quality control, warehouse management, sales, and export operations.
The transformation journey was guided by two strategic roadmaps. The first focused on building a management foundation by implementing SAP modules to standardize all production and operational processes, helping the company move from fragmented operations to an integrated management system. The second focused on optimizing operations, improving productivity, and enabling real-time production and business planning, gradually building a data-driven decision-making culture.
At the same time, FPT closely collaborated with Phutai Quartz Stone to design configurations and solutions tailored to actual business operations, building standardized processes for procurement, production, warehouse management, finance, and sales. FPT also standardized formulas and material consumption rates for powders, granules, and adhesives, including materials without fixed consumption standards – a particularly difficult challenge in quartz stone manufacturing.
To ensure smooth adoption, FPT organized training sessions by module and developed demo scenarios closely aligned with actual operations, helping employees quickly understand and apply the new system. Throughout implementation and operation, FPT continuously supported the company by promptly resolving issues and optimizing workflows.
Mr. Vo Quoc Phuong, Deputy Director of Manufacturing at FPT IS and Project Director, stated: “The success of implementing Cloud ERP for Phutai Quartz Stone lies in transforming master data, forms, and business processes according to international standards. At the same time, departments are connected through a centralized management system where data flows seamlessly across functions and can be easily accessed.”
Sharing the project results, Mr. Dong Van Phuoc, Deputy Director in charge of Business at Phutai Quartz Stone, said: “After implementation, our working methods changed completely. Previously, operations relied heavily on Excel files and disconnected software systems. Now, all processes have been automated and standardized on a single platform. Procurement, production, and sales activities all follow standardized workflows, ensuring seamless and consistent data.”
Previously, decisions were mainly based on experience and intuition. Now, all decisions are driven by real-time data. Leadership can immediately monitor production progress, inventory levels, and operational status without waiting for consolidated reports from different departments.
More importantly, Phutai Quartz Stone shifted from fragmented operations to a single standardized process across the entire company. From offices to factories, all departments now work within the same information flow, eliminating disconnected data and manual reconciliation between departments.
Operationally, the new system standardized the entire workflow from input materials, warehousing, production, and business operations to finance. The end-to-end value chain became fully connected, enabling tighter process control. Previously, product quality was only evaluated after final production; now, the company can monitor each stage in the production line, identify issues earlier, and make timely adjustments. As a result, the defect rate decreased from 6% to 3%.
Production scheduling capabilities also improved significantly, minimizing material shortages and ensuring continuous production line operations.
The system also delivered clear operational improvements. Production waiting time was reduced, material loss rates decreased by half from 10% to 5%, inventory turnover improved, production costs were optimized, and the entire operational platform became more flexible for future expansion.
Based on the successful results at Phutai Quartz Stone, on December 2, 2025, Phu Tai decided to expand the digital transformation model with FPT across all seven business units in the stone and wood sectors.
The five stone-sector units – including Phu Tai Binh Dinh Quartz Stone Co., Ltd., Tuan Dat Minerals Co., Ltd., Enterprise 380, Binh Dinh Stone Processing Factory, and Nhon Hoa Building Materials Enterprise – will adopt the optimized model, workflows, forms, and operating methods developed at Phutai Quartz Stone within four months.
Meanwhile, the two wood-sector units – Phu Tai Binh Dinh Wood Co., Ltd. and Thang Loi Enterprise – will implement newly customized systems tailored to wood manufacturing operations while maintaining unified corporate governance principles.
Mr. Nguyen Sy Hoe emphasized that the success at Phutai Quartz Stone also highlighted an important lesson about the true nature of digital transformation. According to him, digital transformation and ERP implementation represent a real organizational revolution. Therefore, leadership commitment is the most critical factor – viewing ERP not merely as software, but as the foundation for the company’s future.
When leadership adopts a long-term investment mindset and operational teams at every level actively participate with determination, transformation can happen faster, deeper, and with greater value.
“Today, I believe Phu Tai’s Cloud ERP journey clearly demonstrates the three core values we pursue: innovation in thinking, speed in implementation, and sustainability in development. With this foundation, we are confident entering a new growth phase – more modern, synchronized, and ready to compete at a higher level in Vietnam’s stone and wood industries,” Mr. Hoe stated.
Mr. Dang Truong Thach, Executive Vice Chairman and Deputy CEO of FPT IS, commented that in digital transformation, all processes must operate on digital platforms – similar to driving on a highway: to move fast, discipline and standardized rules are essential.
Cloud ERP follows the same principle, requiring standardized international processes adapted to Vietnam’s business reality.
“With more than 20 years of ERP implementation experience for Vietnam’s leading enterprises, FPT is committed to working with Phu Tai and SAP Vietnam to complete the project on schedule, elevate management standards, and transform technology into a new competitive advantage,” Mr. Thach emphasized.
Currently, FPT has developed a next-generation Cloud ERP implementation model called “The Next-gen ERP,” enabling businesses to access SAP’s international-standard management platform within only three months at optimized costs. Phu Tai’s implementation has become a typical example of a Vietnamese manufacturing enterprise demonstrating strong commitment, vision, and a modern technology-driven approach to digital transformation.
“I believe the solution will meet three key expectations in digital transformation and Cloud ERP implementation. First, fast deployment, on-time delivery, and project success. Second, cost optimization and reduced implementation expenses. Third, highly effective management aligned with international standards,” Mr. Thach added.
Phu Tai’s transformation journey not only marks a major milestone in its own management model but also serves as a practical lesson for thousands of Vietnamese manufacturers: to remain competitive globally, investing in technology and Cloud ERP is no longer optional – it is a survival strategy.
The success of pioneering enterprises like Phu Tai is expected to inspire more businesses to proactively adopt technology, contribute to Vietnam’s national digital transformation goals under Resolution 57-NQ/TW, and strengthen competitiveness in the international market.
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