Ultra’s team of independent ERP consultants is regularly called upon to discuss the needs of project teams looking to drive business process improvement in their organization. For those companies that produce highly engineered products with long product cycle times and multiple levels of subassemblies, it pays to look closely at features needed
When it comes to ERP in complex manufacturing, a few definitions are in order. We look at complex manufacturing as companies that manufacture highly engineered products with longer product cycle times and multiple levels of subassemblies in their bills of material. These organizations design, engineer and manufacture “discrete” products to
Episode 6: (8:50) An ERP project must add value to the bottom line of the organization. That's what the Ultra team has seen time and again in the decades of service we've provided to manufacturing and distribution companies. In this episode of Ultra’s ERP Insights podcast, host Jeff Carr, founder and CEO of Ultra Consultants, breaks down the
We see it every now and then, and it’s discouraging and frustrating: a failed ERP implementation. Some enterprises are unwilling or unable to go through the process transformation steps to gain real value out of their ERP investment and the moment in time it offers to affect real business improvement. A successful ERP implementation is
A key question an ERP selection team usually faces is which ERP vendor to consider. It can take some time to create the long list and short list of solution vendors. Our team has decades of experience working with manufacturers at this stage in their ERP selection project. We’ve learned a thing or two, and can share some lessons learned. A
Industries studies show that approximately 50% to 60% of mid-market companies have outdated information systems. This means that nearly half of management teams in the mid-market are asking themselves the question “why ERP”?! Ultra talks to many manufacturing executives every year that represent the 50% to 60% that are evaluating that question.
How does today’s manufacturer go about justifying an ERP investment? The effort involves determining an expected return on investment, anticipating total costs and fully documenting the business case for investing in a new or upgraded system. It’s critical to document the business reasons for an investment in ERP, as well as the expected value