When looking for a new ERP system, your organization must begin your journey by making a business case for ERP. This involves numerous steps, including determining an expected return on investment, anticipating total costs, and fully documenting the business case for investing in a new or upgraded system.
Manufacturers and distributors work to improve performance against benchmarks such as cost, time-to-market, product quality, and inventory optimization. But does your team have access to the metrics that capture these critical processes?
We hear from many manufacturing and distribution teams facing challenges with ERP implementations.
Based on Ultra’s depth and breadth of experience with enterprise technology projects, we know what a failed project looks like and we know how to avoid it.
Ultra’s Founder and CEO Jeff Carr recently teamed with Manufacturing Business Technology magazine for a webinar entitled “ERP for manufacturing and distribution: Are You Blind to the Dangers of Outdated ERP Systems?”
Why do a current state assessment before leaping into an implementation? ERP project teams ready to embark on a new or upgraded enterprise technology project are often eager to jump immediately to vendor demos to see the latest and greatest in new tech. Based on years of experience and hundreds of implementations, the independent ERP consultant team at Ultra recommend a business process improvement strategy that begins as you evaluate your current state.
During a recent webinar, Ultra Consultants COO Rich Sides presented three real-world examples of business process improvement projects carried out by Ultra’s team of expert independent consultants.
