Many of the manufacturing and distribution teams we speak with dread negotiating an ERP contract.
While this task comes at the end of business process improvement, technology evaluation and selection, we certainly understand the fear and trepidation project teams might experience when anticipating this task.
Project teams face unique challenges when implementing food and beverage enterprise systems. Due to the complexity of such technology initiatives, it pays to ask questions about what’s critical to the business.
Many of the manufacturing and distribution teams we speak with start a technology selection project by asking the users what they need in a new system. But is that the most effective place to start? As an ERP consulting firm, we feel quite strongly that there’s a better way
For today’s manufacturing and distribution organization looking to transition from the status quo of legacy systems to modern ERP, it doesn’t get much bigger than evaluating, selecting and implementing a new ERP solution.
This is because an ERP project cuts across each area of the business, impacting functional areas from finance, accounting and supply chain, to shop floor, production, inventory, quality management, shipping and more. Manufacturers and distributors have already gone through lean initiatives, cutting away excess, and thereby are operating with a lean staff.
Ultra’s independent ERP consultant team recently partnered with a manufacturing company for a business process improvement project during an ERP evaluation and selection engagement. This is their business process improvement success story.
