This document provides an overview of the modern ERP landscape and how ERP systems have evolved. It discusses how ERP systems have transitioned from monolithic, vendor-driven solutions to integrated ecosystems that constantly evolve. The document outlines the value ERP systems can provide for different sized businesses and industries. It also identifies trends in ERP, such as mobility, analytics, and cloud-first approaches. The document concludes by providing tips for selecting and implementing a successful ERP transformation project.

1. THE MODERN
ERP LANDSCAPE
4/13/2018
Citrin Cooperman’s Strategy &
Business Transformation Practice
ADDRESS
529 5th Ave,
New York, NY 10017
CONTACT
TEL: 203-847-4068
E : sronan@citrincooperman.com
WWW.CITRINCOOPERMAN.COM

2. 22 minutes – speed review
7 minutes – your questions
- Value of ERP
- Changing mindset
- Choosing your tier
1 minute – about us
Today’s Plan

3. Strategy
Converting ideas into action
Business Transformation
Converting action into value
Strategic Planning
Execution Strategies
Value Planning
Where do we want to go
and what do we want to
be?
How do we get there?
How do we create value in
our business?
Operations
Systems
Talent
How do we become more
efficient, effective, and
scalable?
What technology needs to
support our processes and
people?
How to we align the right
people in the right places to
our common goals?
Strategy & Business Transformation

4. What it is
What ERP is intended to accomplish
Efficiencies, data capture and
analysis, control, etc. benefits
all industries
• Professional services
• Manufacturing
• Distribution
• Healthcare
• Life sciences
• Media and Entertainment
Used to mean
Old, expensive, painful, for
big companies, inflexible,
data
What does it mean now
Lean, industry-specific,
ecosystem-driven
(multiple solutions),
flexible insight
Rear-facing,
reporting-
driven
Forward-
looking,
analytics-
driven
Insight for decision making
Opportunities for efficiencies
Controlling processes
Business agility
Extracting Value

5. Now
Integrated ecosystems that constantly evolve
Old
Monolithic vendor-driven solutions that are difficult to change
ERP has changed
Collaboration
BI
IoT
Customer
Portals
Blockchain
AI
ERP
ERP
Finance
OTC
Supply Chain
Automation
Extracts
Excel
Customer
Portal
Partial integration,
semi-regular updates
Reports
Automation, data integration,
and cross-platform analytics
available throughout the
ecosystem

6. How to build an ecosystem
Value and RiskCharacteristics
Designed with end-to-
end processes in mind
Approach that clearly
aligns with strategy
Focused on creating
overall business value
Ad-hocEngineered
1-to-1 relationships
Limited flexibility
Function-focused
Can be built quickly,
satisfies specific
functional needs
Overall value
compromised, security
and controls concerns
Create an agile, flexible,
fully integrated solution
for your entire business
Can be become
complex, requires
process discipline
Low maturity
Medium value
High risk
High maturity
High value
Low(er) risk

7. ERP creates value differently for different businesses
Small
(< 100 employees)
Mid-sized
(100-1000 employees)
Large
(> 1000 employees)
• Better resource utilization
• Keep the business organized
• Better, faster reporting
• Improved visibility
• Enhanced communication across
the business
• Increased efficiency and agility
• Some cost efficiencies
• Competitive and pricing
advantages
• Better selling processes
• Leverage benefits of scale
• Drive cost efficiencies
• Create agility and innovation
• Extend to cutting-edge tools

8. There are trends across the cycle
Mobility Analytics
Cloud-first Ecosystems

9. Where to start
Define your strategy
how can your operations and data support your goals?
Create the structure
which roles will sustain and evolve the ecosystem?
Define the baby steps
how can you break transformation into small pieces?

10. Some keys to success
Align transformation
to value and perform
a formal selection
process
Think about security
and risk – where you
are and where you
need to be
Focus on change
management
Prioritize the user
experience

11. HELPING YOU
FOCUS ON WHAT
COUNTS
ADDRESS
37 North Avenue
Norwalk, CT 06851
CONTACT
TEL: 203-847-4068
E : sronan@citrincooperman.com
WWW.CITRINCOOPERMAN.COM
Citrincooperman.com
Steve Ronan
Practice Leader – Strategy & Business Transformation
(203) 847-4068
sronan@citrincooperman.com
Dave Rosenbaum
Co-Practice Leader – Technology, Risk and Compliance
(914) 693-7000
drosenbaum@citrincooperman.com

12. Our ERP transformation process
12
Define Strategy &
Value
Assess Select Implement
Define Strategy
Document the business strategy
including growth and M&A goals
Base Requirements
Define base requirements of the
system – standard, expected
functionality of a core system
Value-add Requirements
Define the small number of critical,
client-specific requirements that
must be metValue Case
Define how the ERP system will
drive value for the business –
quantified when appropriate Analysis & Demos
Analyze potential software and
implementation partners and
facilitate scripted demos of each
People
Assess the structure, skills, and
flexibility of your people
Business Processes
Document current-state processes
focusing on differences from
industry standard practice
Leading Practices
Decide which leading practices from
the construction industry should
apply to the client
Design
Perform an iterative, integrated
design process covering the new
system, processes, and org structure
Governance &
Management
Ensure project success through both
disciplined governance (executive-
level oversight) and management
(day-to-day activity management)