Evans Food Group Ltd. had just finished its complex – and successful – Ultra Consultants-managed ERP transformation in May 2017 when the Chicago-based company experienced major changes.
Supply chains are mission-critical for businesses. (Obviously.) But did you know that, according to research from Deloitte, 79% of organizations with superior – or “mature” – supply chain capabilities achieve revenue growth that is significantly above average?
Seven months ago, the food & beverage landscape looked far different than it does now. And as companies continue to adapt to the changes driven by the COVID-19 pandemic, one thing is evident: ERP technology can play a big role in enabling and sustaining success.
Manufacturing and distribution organizations initiate business process improvement (BPI) projects to streamline business processes, identify areas where efficiency can be improved, and enable better, more effective utilization of resources and assets. But, experts say, the majority of BPI projects do not achieve their goals.
When you avoid committing any of The 7 Deadly Sins of ERP Implementation, your project team can laser-focus on business process improvement. At the most basic level, the primary function of an ERP solution is to help your organization efficiently and effectively execute core business processes.
A poorly planned enterprise resource planning (ERP) change management process is perhaps the most avoidable cause of project problems and failure. Resistance to change, even positive change, is normal and expected human behavior—so, plans must be made to minimize its impact. Read on for ERP change management best practices.
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