1 The decision to upgrade or implement a new ERP system is likely one of the most complex and resourceintensive initiatives a company will face.
Written by the consultants who run these selections, not by a software vendor.
[ From the guide ]
1 The decision to upgrade or implement a new ERP system is likely one of the most complex and resourceintensive initiatives a company will face.
Most project teams from mid-market manufacturing and distribution organizations are challenged by an ERP selection project. 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.
While it's tempting to consider these initiatives as pure "technology or IT projects," that perspective is not effective and often results in an implementation that fails to meet expectations. IT may lead the project and certainly has a major role, but ERP projects touch almost every area of the business. The new system will naturally bring some change to how business is done, so it's important that business process owners are heavily involved.
Thus, when a project team is considering an ERP project, it's imperative that the selection process be based on a solid foundation of industry expertise, vendor research and an intimate knowledge of the business, all aligned with the goal of improved business performance.