Food and beverage processors face significant disruptions with changing consumer demand, growing complexity in supply chains, and ever stringent food safety mandates.
Today’s food and beverage processor must implement the appropriate processes and systems that not only manage recalls, reporting and document control, but also offer the flexibility to respond to changing regulatory requirements.
Business-to-business buyers now expect the same experience available to business-to-consumer buyers, favoring a “self-serve model” of fast, accurate online purchasing platforms instead of legacy models of past decades.
No longer do industrial buyers wish to interact with sales reps in person, on the phone or via e-mail. Nor do industrial buyers wish to pour over paper catalogs or other manually-intensive and time-consuming processes.
In “The Real Facts about ERP Implementations”, the research firm Mint Jutras surveyed hundreds of North American manufacturing and distribution companies to explore the myth of past ERP implementation success rate data which told a dismal story.
A Practical Guide to Structuring Your ERP Initiative for Success One of the most compelling questions asked by a manufacturing company is how to effectively organize an ERP project, and
The company had attempted to implement a new ERP solution, but the effort was stalled.
In later years, the company continued to discuss ways to get back on track with its goal of implementing a better enterprise technology system but was unsuccessful.
Manufacturing organizations are often burdened with outdated legacy business systems that require time and effort to manage processes.
When a company uses legacy solutions, standalone systems or even manual spreadsheets to track production, inventory, quality, ordering, and other functions, there is a high likelihood of errors and waste.
