In the face of merger and acquisition activity, what’s key to consider when it comes to assessing IT strategies around enterprise resource planning (ERP) systems?
As an ERP consulting firm, we are often asked about the value an organization can expect when investing in a new enterprise technology solution.
Ipsen had been running a legacy version of Infor’s Syteline product for past decades.
This placed the system on an older technology platform, lacking a modern user interface and capabilities that are inherent in more current systems.
Radio Flyer looked to standardize global operations on a single, modern ERP platform to support business expansion and optimize strategic processes.
Specifically, the legacy AS-400 based ERP system limited the company in several key areas.
Because the company manufactures specialty products rather than commodities, it was looking for an ERP system built around the efficient processing and costing of a specialty product.
ICC operated on an Enterprise Resource Planning (ERP) system that was 15 to 20 years in age; at the time the company operated out of two locations.
In previous years the company was handicapped by an old legacy system that did not meet the needs of a growing diversified manufacturing company.
The legacy system did not provide multi-site support, WIP control, easy user access to information, and flexible production scheduling capabilities.
