Er pvs bestofbreed


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Er pvs bestofbreed

  1. 1.  By Highjump Software 2010
  2. 2.  Business Strategy o Imperative to understand the business strategy, tactics, operational requirements and goals the system is intended to support. o The chosen solution must be able to enhance business value o Must factor in key performance indicators (KPIs) when making the decision o KPIs include: • Your customers’ requirements • The nature of the competitive landscape, and what it will take for your business to differentiate itself • The level of domain expertise your business has with respect to supply chain execution and warehouse and fulfillment operations • The technical expertise of your business • Appropriate technology standards that have been adopted *Must balance the value derived from all of these areas against the cost, implementation and timeframe risks of the path being considered.
  3. 3.  Maximizing Business Results: The Cost Factor o Key measure of the project’s success is whether the implementation of warehousing capability maximizes business results o This is measured by comparing the benefits your business receives versus the cost required to generate them o Costs to be considered are the complexity of the implementation and the skills and time required to execute it, the functionality fit of the solution and its ability to meet functional requirements without added time and cost to modify the product; and the training fees and learning curve end-users should expect
  4. 4.  Maximizing Business Results: The Cost Factor o Compromises made for functionality shortfalls can often add to recurring annual costs o Avoid the idea that if the module is already part of an integrated solution (e.g. ERP) then the implementation will be simple and costs will be contained.
  5. 5.  Maximizing Business Results: The Cost Factor What are the costs involved that go beyond license fees? What specific ROI is each function going to generate, and therefore: o What is the overall impact on total ROI as a result of missing functions, or what are the ongoing costs of work-arounds to compensate for functional gaps? o What are the hidden integration costs associated with the solution’s supported methods for interfacing with trading partners or other disparate applications?
  6. 6.  Functionality Fit o The functionality of the solution you choose MUST meet or exceed the requirements stated in your business strategy. o End-user company must have a detailed functionality checklist to assess the functional fit of the application. o The ability of the software to adapt to changes in your operation
  7. 7.  Functionality Fit-To determine if your ERP module can match the bestpractice capabilities of most best-of-breed WMSsolutions: o Does the ERP warehouse module support real-time task interleaving? o Does the ERP warehouse module track a SKU stored in multiple locations within a warehouse? o Does the ERP warehouse module support compliance labeling or special formatting for shipping paperwork? o Does the ERP warehouse module support value-added activities such as kitting, packing stations and special packing instructions?
  8. 8.  Vendor Focus on Supply Chain Solutions o Know the vendor’s commitment to warehousing and logisitics. Does the vendor attend industry conferences and trade shows? Does the vendor publish articles to further develop its industry? o Some ERP companies have not introduced a new version of its warehouse application in a few years. Focus is on other modules
  9. 9.  Vendor Focus on Supply Chain Solutions o Does the staff representing the package have deep knowledge of it? o Is the vendor devoting resources to developing the product, or is this just a new focus during a down market? o Is the vendor chasing dollars where they’re hanging lowest at the moment? o Is this product area the #1 focus of the vendor? o What percentage and total volume of their business comes from WMS? o How many customers are live and deriving benefits in a similar environment?
  10. 10.  Company Culture o View vendor as a partner; not as a vendor making a one time sale o Choose a vendor that you can develop a two-way partnership with so that all potential problem areas can be defined at the appropriate time and resolved before your operations are in jeopardy. o Company culture is driven by size as well as values. Is there a disparity in size between your company and the ERP vendor that could lead to your not getting the attention you require on an ongoing basis? o Is the vendor able to adapt the software to match your strategic needs where it makes sense? Or do they claim that you should change your business to fit the software?
  11. 11.  Infrastructure & Architecture o Evaluate the technological capabilities of your organization o Evaluate the ability of either type of system to integrate with other applications you’ve already implemented o WMS tend to be more flexible when integrating (it’s usually a requirement to integrate with different solutions) o Most best-of-breed WMS solution vendors have extensive experience integrating their solutions with material handling equipment (sorters, carousels, pick-to-light systems, etc.)
  12. 12. Infrastructure & Architecture o What are ERP’s methods for integrating with their other modules? o What are the ERP’s methods for integrating with different applications? o How well does the best-of-breed WMS integrate with different applications?
  13. 13.  Product Composition & Maturity o Composition: How is the product constructed? Is the technology sound? Does it provide for the growth of functions included and the addition of new functions? o Product Maturity: The outcome of the number of times the product has been “battle tested” by end-users, which results in more industry-required features
  14. 14.  Product Composition & Maturity o The next level of maturity: How does the application support supply chain visibility? o Supply Chain Visibility: The solution’s ability to support your knowledge (and customer’s) of the status of all transactions at any moment. Includes: the status of an order, vendor’s status on a PO, inventory availability o Any vendor (ERP or Best-of-Breed) that is not reaching for these capabilities within their solution will not be able to provide you with these capabilities when you need them most
  15. 15.  Product Composition & Maturity o Is the vendor’s solution “thinking ahead” to provide visibility and event notification across the supply chain? o Does the vendor’s solution offer multiple methods to solve a specific execution problem, or does it have a simpler yet more rigid methodology?
  16. 16.  Implementation & Ongoing Support o Key consideration is whether the vendor has a support staff available that is knowledgeable in both the product and the idustry o Which solution really offers the greatest speed or least complexity of implementation? o Does either solution permit back-ups online, or do they require downtime?