The Ultra ERP consultant team is known for its commitment to providing independent perspectives and educational resources about enterprise systems relevant to today’s manufacturing and distribution companies.
It’s a challenge for project teams to manage risk during an ERP project. We know as an independent ERP consulting firm with extensive experience in ERP selection and implementation projects that no enterprise software implementation project comes without some risk.
As an independent ERP consulting firm, Ultra has guided manufacturers with project management leadership for hundreds of enterprise software projects over the years.
Many of the mid-market manufacturing and distribution organizations we team with are thinking of setting a budget for ERP, especially those organizations entering into a new fiscal year.
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.
In my research and consulting engagements, I have worked with the largest enterprises to smaller and mid-sized manufacturers. One of the more intriguing issues I’ve seen is ERP implementation risk during solution discovery.
As we discussed in our Project Management Process Groups blog, a process is a series of interrelated actions and activities performed to achieve a product,
ERP projects are difficult and complex. Which is why the expertise and experience of an ERP consultant is highly valuable, and often necessary for a successful project and, ultimately, the realization of critical benefits. How do you find and select the right ERP consultant for your company?
For most ERP project teams, starting an ERP project is a daunting task. It’s common for selection teams to get pulled into a variety of directions, often losing focus because they are responding to pressing demands and fighting for internal resources to drive effective ERP selection.
As an independent ERP consulting firm, the topic of ERP project organization comes up often as manufacturing and distribution teams look to Ultra to understand the best way to work through enterprise system evaluation and selection to improve key processes
Thinking ahead to 2020? Making the case for Business Process Improvement (BPI) is likely on your mind.
A lot can go wrong when an ERP system goes live. Critical severity defects, security holes and other technical problems can cause disruption, wreak havoc on operations, bring your business to a dead stop, and even result in multi-million-dollar lawsuits.
Many manufacturing and distribution organizations put an ERP project on hold for a variety of reasons.
As an independent ERP consulting firm, Ultra guides manufacturing and distribution project teams to business process improvement.
To that end, ERP implementation success is a topic that comes up often as project teams look to Ultra to understand the best way to work through enterprise system selection to improve key processes.
We find that most mid-market manufacturing and distribution organizations are challenged when selecting and implementing new ERP technologies. The reasons center on project scale, skills, resources and experience. Which is where an independent ERP consultant comes in. Expertise is valuable.
We often talk with manufacturers and distributors about their enterprise technology initiatives, and the specific role of an ERP consultant. It’s important the company understands the value Ultra’s independent ERP consultant team can deliver to their organization.
The IT department and the C-suite do not own (and may never interact with) your core business processes. So the project team should include key people – end users and functional managers – from across your organization who are regularly involved in those processes.
Establishing accurate requirements and relevant priorities
Incorrect requirements will yield the wrong software choice, and faulty priorities direct attention and effort away from core issues.
As independent ERP consultants, we’re often asked about the right time to select a new ERP solution.
Over and over again, we’ve seen the many red flags that tell manufacturers and distributors it’s definitely time to upgrade from an aging legacy ERP system.
A handy checklist helps manufacturing, distributing companies locate the best ERP consultants.
We often talk with manufacturers and distributors about their enterprise technology initiatives, and the specific role an ERP consultant can play in evaluation, selection and implementation.
When is the right time to consider what it takes for an effective ERP implementation project kickoff?
We’ve all heard the expression “don’t put the cart before the horse” which warns us against placing tasks or items in the wrong order.
In the last few years, we have seen two different implementation methodologies emerge. When buying a new ERP system, you should make sure you understand the ERP implementation methodology proposed by the vendor or re-seller and its pros and cons.
In our experience as an independent ERP consultant team, an ERP selection and implementation initiative is successful when the project team understands that the process is much more than swapping a modern application with legacy software or tweaking a few IT solutions.
The smart use of ERP is based on a philosophy of integration, continuous improvement, the simplification and standardization of business processes, and the elimination of waste throughout the organization.
As part of Ultra’s independent ERP consultant team, I spend my weeks out in the field teaming with Ultra’s manufacturing and distribution clients on business process improvement, ERP evaluation, selection, and implementation projects.
Thanks to technological advances in the industry, the global smart meters market is expected to grow from $20.7 billion in 2020 to $28.6 billion by 2025, a compound annual growth rate of 6.7 percent. For companies at the forefront, it’s a chance to gain ground and boost revenue.
Pacific Plumbing Supply is a 71-year-old, family-owned and operated company, with 14 branch locations and 200 employees. We weren’t looking to spend the kind of money it would take to implement a modern ERP solution,” Stafford continued, “but we understood that the ROI is in new capabilities and new tools we can use to operate more efficiently.”
As an independent ERP consulting firm, we are often asked to guide project teams from manufacturing and distribution firms looking to work through enterprise system selection, evaluation and implementation.
We hear from many manufacturing and distribution teams about ERP project failures and how to mount an ERP recovery effort. Based on our depth and breadth of experience with enterprise technology projects, we know what a failed project looks like and we know how to avoid it.
As U.S. companies continue the transition to remote work, possibly for the long term, ERP project teams continue to face significant challenges in management, coordination, communication and collaboration.