Sometimes you have to take a step back to really move forward. For Dijkstra Plastics, this was not a choice, but a necessity. For almost 25 years they had been running on the same customized system, largely built and maintained by one or two people. The system was once fine, but was no longer maintainable. Moving to SAP S/4HANA Public Cloud meant not only a technical upgrade, but also a new way of thinking and working.
In this blog, Dick Verburg, project leader from Quinso, takes you through the journey we took together with Dijkstra Plastics. About why it was necessary to start over, how we deal with limited capacity, and what it means to really work together for a successful implementation.
Who is Dijkstra Plastics?
Dijkstra Plastics has been operating for almost 50 years as the largest producer of plastic packaging buckets in the Netherlands. From two production locations, in Haaksbergen and Almelo, a wide range of plastic buckets and lids are supplied to the European market. These products are applied in both the food and non-food industry.
With 68 injection molding machines in operation, exports to 37 countries and a strong focus on customization and quality, Dijkstra Plastics is an established name in the plastic packaging industry. Sustainability and circularity play a very important role. The buckets are 100% recyclable, the production runs on 100% Dutch green energy and the company is BRCGS AA+ certified with regard to food-safe production. Innovation and responsibility go hand in hand.
Through FIRE-OFF, Dijkstra Plastics focuses on collecting used plastic packaging for recycling. These include products made of PP, HDPE and LDPE.
Together with all circular partners, including manufacturing companies, wholesalers and catering companies, the same mission is pursued day in and day out: together we close the chain. This results in less waste, lower CO2 emissions, new raw materials and 100% circularity.
Why a fresh start?
After years of customization, it was clear: the old ERP system was no longer keeping up. Opting for a cloud-based standard solution meant less dependence on specific people, more stability and the ability to continuously evolve.
The project began in early 2025, with an initial planned go-live on Dec. 1. Due to the busy year-end, that has since been moved to Feb. 1, 2026. A conscious decision to leave room for completion and assurance.
Phases, sprints and confidence building
Together with Joris Sikking, solution architect at Quinso, Dick forms the core of the project team. There are also ten consultants involved, each with their own specialty.
In January, we started the explore phase: workshops, process alignment, interface definition. At the end of March, the realization phase began, consisting of 12 sprints of 2 weeks each. We conclude each sprint with a demo and a delivery moment. Not only to show progress, but also to build trust.
Small team, big responsibility
The biggest challenge? The key users at Dijkstra Plastics can only free up an average of 1 to 1.5 days per week for the project. And that while we are dealing with about 50 interfaces and the system is being redesigned from the ground up.
Our solution: deploying junior consultants to support key users. Think of help with master data, preparing work instructions and preparing system configurations. But especially also feedback demos to help key users become comfortable with the system. In this way, we create additional capacity without unnecessarily burdening the operation.
At Quinso, we believe in structure and rhythm. Our role is not only that of consultant, but also that of director. We keep the overview, manage progress and ensure that the project keeps moving. Even when things get tough.
No time is also a choice
Employees within Dijkstra Plastics are busy with their daily work and operationally everything goes on. As a result, there are simply few people ‘left’ who can fully focus on the project. Sometimes this causes problems.
We understand that reality, but also remain clear: proper implementation requires time and attention. Especially if you take the step from customization to standard. We try to unburden ourselves wherever possible, but some things simply have to be done together.
The upcoming UAT phase is a good example of this: it actually requires 3 days a week of commitment from key users. That probably won’t work, so we’ve stretched the period of testing to distribute the work. This may affect scheduling over time, but quality comes first.
What binds us: down-to-earthness and craftsmanship
What makes this cooperation pleasant is the mutual click. Dijkstra Plastics is a no-nonsense organization with down-to-earth people who like clarity. That culture suits us.
One of our customer promises is “we know our stuff” and we show it. We not only bring technical knowledge, but also understand the business. We also dare to counter when necessary, and always look for solutions that really work in practice.
And now?
The next few months will be exciting. The test phase will start at the end of September. Towards the planned go-live on February 1, 2026, we will do everything possible to have the system delivered and embedded properly.
Fortunately, SAP S/4HANA Public Cloud offers flexibility. We don’t have to have everything perfect on day one. The system grows with us, with room for continuous improvement.
In conclusion
An ERP implementation is never a straight line. But with a good team, clear agreements and mutual trust, you will get far.
At Dijkstra Plastics, we do it together. And that is exactly why we believe that this implementation will succeed, even if along the way things sometimes go differently than expected. That is the power of cooperation: finding solutions together when it matters most.
Want to learn more about how we approach Public Cloud implementations or are you facing an ERP issue yourself? Feel free to contact Dick. He is keen to think along with you.