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Getting the most out of your ERP system The Imperative for Collaborative ERP cERP Jay Srinivasan
Discussion topics <ul><ul><li>Definition of Collaborative ERP </li></ul></ul><ul><ul><ul><ul><li>What it is ? </li></ul></...
How I am doing with my ERP implementation How do I integrate SAP system with Peoplesoft Do I convert the legacy system to ...
World of Acronyms and buzz words W3C DNS Encryption Eform X12 Digital Signature Webform EDI EPI Email FTP FEDI SYN Interne...
New business models enabled by the internet Collaborative ERP = Next Buzz word ? Cost/ Efficiency Market Penetration Perfo...
What is Collaborative  ERP ( cERP) ? <ul><li>Collaborative ERP is: </li></ul><ul><li>A cohesive framework to facilitate  i...
What is cERP?  It is more than sharing data <ul><li>The mission of Collaborative  ERP is to increase partnering between re...
What is ERP II ? <ul><li>ERP II, &quot;an application and deployment strategy to integrate all things enterprise centric,&...
cERP Value Chain Manage Customer Service Manage Logistics/ Distribution Produce Products Procure Materials/ Services Manag...
ERP: Legacy of the 1990s - The extended Enterprise Supply  Chain Demand  Chain Front/Back-Office Integration   Buy Sell Ma...
Why cERP has become an imporant issue ? <ul><li>The focus on core competence and capital efficiency has driven dis-aggrega...
“ Four Walls” view of Enterprise Collaborative ERP(cERP) Value Web Technology Resellers Components Distributors System OEM...
This re-aggregation will realize major benefits Benefits from re-aggregation Potential results <ul><li>Collaborative desig...
Characteristics of Product Data that form the core for collaborative ERP Product Data is unstructured Product Data is used...
Typical high level process flow Store Product Ship  Product Capture  Costs Shipping Orders Forecast Demand Schedule Transp...
Typical high level process flow - dependencies Store Product Ship  Product Capture  Costs Shipping Orders Forecast Demand ...
cERP Value Chain <ul><li>Internet Marketing </li></ul><ul><li>Broadvision </li></ul><ul><li>Exchange Applications </li></u...
10 stages of Enterprise Lifecycle
Firms need enterprise backbone for collaboration <ul><li>General environment today </li></ul><ul><li>Manufacturers have ER...
How should companies prepare for cERP? <ul><li>Assess readiness along several key dimensions </li></ul><ul><ul><li>Strateg...
Cool thing to do – But focus on  How do we make / save money or  provide competitve advantage
Implementation priority segmentation Customer segmentation forms the basis for designing differentiated approaches to cERP...
Return on investment - Realities <ul><ul><li>Difficult to quantify in all modules of an ERP system </li></ul></ul><ul><ul>...
Sudden drop in passenger load in a particular  segment due to a major political event in that region Segment load  analysi...
How cERP enable essential decision making to maximize shareholder value. Financial  Analytics HR / Workforce Analytics Sup...
Developing cERP capabilities requires a step-by-step approach <ul><li>Technology providers are rapidly developing cERP off...
Lessons learned  <ul><ul><li>Speed is key  </li></ul></ul><ul><ul><li>Clear value proposition  </li></ul></ul><ul><ul><li>...
It is a process and not an event Thank You
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Getting The Most Out Of Your ERP System

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Getting The Most Out Of Your ERP System

  1. 1. Getting the most out of your ERP system The Imperative for Collaborative ERP cERP Jay Srinivasan
  2. 2. Discussion topics <ul><ul><li>Definition of Collaborative ERP </li></ul></ul><ul><ul><ul><ul><li>What it is ? </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Why it is needed </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Is it real or just another buzz word </li></ul></ul></ul></ul><ul><ul><li>What internet internet based solutions are available to enable multi channel collaboration </li></ul></ul><ul><ul><ul><ul><li>How ERP vendors define it ? </li></ul></ul></ul></ul><ul><ul><ul><ul><li>How other vendors define it </li></ul></ul></ul></ul><ul><ul><li>How can you leverage current infrastructure and integrate multi-platform solutions </li></ul></ul><ul><ul><ul><ul><li>Stages in Enterprise life cycle </li></ul></ul></ul></ul><ul><ul><ul><ul><li>cERP challenges </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Best practices approach </li></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Solution selection </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Implementation </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><li>Lessons learned </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Maximizing Return on investment </li></ul></ul></ul></ul>
  3. 3. How I am doing with my ERP implementation How do I integrate SAP system with Peoplesoft Do I convert the legacy system to new ERP system Who really is my competition Big5 are charging too much What is my true ROI? How do I justify the budget ? Am Is promising too much How do I convince my CEO ? What if Oh!No not another merger
  4. 4. World of Acronyms and buzz words W3C DNS Encryption Eform X12 Digital Signature Webform EDI EPI Email FTP FEDI SYN Internet Bot B B S WWW DISA Browsers SLIP SHTTP Efax EFT Homepage Cookie ANSI URL Firewalls EDIFACT HTTP Website UCSII IIOP CORBA CSV EM HTML MRP MRP II ERP Collaborative ERP ERP II
  5. 5. New business models enabled by the internet Collaborative ERP = Next Buzz word ? Cost/ Efficiency Market Penetration Performance Improvement Competitive Advantage Competitive Advantage
  6. 6. What is Collaborative ERP ( cERP) ? <ul><li>Collaborative ERP is: </li></ul><ul><li>A cohesive framework to facilitate information exchange for doing business </li></ul><ul><ul><li>Applied across the extended enterprise... </li></ul></ul><ul><ul><li>Using the Web </li></ul></ul><ul><li>The difference is the emphasis on sharing information with suppliers and customers using the Web </li></ul>PeopleSoft, one of the largest ERP software vendors is famous for inventing new terms for old processes. The latest initiative is the Collaborative Enterprise and it is actually a suitable and descriptive phrase to replace ERP . ComputerWorld Canada Manage logistics Customer service Perform sales Production Supplier network Customer network Develop products Perform marketing Direct Procurement Manage logistics Customer service Perform sales Production Supplier network Customer network Develop products Perform marketing Direct Procurement Manage logistics Customer service Perform sales Production Supplier network Customer network Develop products Perform marketing Direct Procurement Suppliers Company Customers
  7. 7. What is cERP? It is more than sharing data <ul><li>The mission of Collaborative ERP is to increase partnering between retailers and manufacturers, and manufacturers and their suppliers through co-managed processes and shared information . </li></ul>Collaborative Planning provides an environment for integrating “demand” and “supply” side processes inorder to achieve reduced inventory levels, shortersupply chain cycle times and reduced supply chaincosts. A collaborative enterprise is certainly more descriptive than an ERP. PeopleSoft describes PeopleSoft 8 in terms of applications collaborating with each other to produce the information that businesses and governments need to do their business. The collaborative part of the version means that data is accessible from any source, including a competitor's application. The ones most often touted are archrivals Oracle and SAP financials . It's not quite the principle of &quot;If you can't beat them, join them,&quot; it's more like &quot;We don't have to beat them, we'll just use them.&quot; ComputerWorld Canada
  8. 8. What is ERP II ? <ul><li>ERP II, &quot;an application and deployment strategy to integrate all things enterprise centric,&quot; </li></ul><ul><li>ERP II would take the ERP foundation and extend it outward, to position the enterprise in the supply and value chain. </li></ul><ul><li>Deployment of ERP II could take place through a single vendor or a variety of best-of-breed application providers. </li></ul><ul><li>open architecture and a vertical-specific functionality,&quot; </li></ul><ul><li>There's a lot of misinformation being thrown around in terms of what integration is in today's environment. </li></ul><ul><li>when Gartner laid down the rules for identifying ERP II vendors , attributes had to include those old ERP functionalities. &quot;When we said you have to have accounting, purchasing and order entry costing, it eliminated Siebel and i2 from being ERP II vendors </li></ul><ul><li>As in movies, sequels don't work,&quot; says Chatterjee. &quot;Just as ERP had a certain definition, Gartner is trying to say ERP II is the next 10 years. It's like Jurassic Park Three and Four.&quot; </li></ul>
  9. 9. cERP Value Chain Manage Customer Service Manage Logistics/ Distribution Produce Products Procure Materials/ Services Manage Customer Orders Perform Sales Develop Products Perform Marketing <ul><li>Understand Customers/ Markets </li></ul><ul><li>Develop Marketing Plans/Strategies </li></ul><ul><li>Manage Products and Services </li></ul><ul><li>Develop/Maintain Pricing </li></ul><ul><li>Plan/Manage Sales Channels </li></ul><ul><li>Advertise/Promote Products/Service </li></ul><ul><li>Research Products </li></ul><ul><li>Design/Develop Products </li></ul><ul><li>Design/Implement Manufacturing Processes </li></ul><ul><li>Manage Product Configuration/ Customization </li></ul><ul><li>Plan/Schedule/ Manage Product Introduction </li></ul><ul><li>Sell Products </li></ul><ul><li>Develop/ Maintain Customer Relations </li></ul><ul><li>Enter Orders/ Track Orders </li></ul><ul><li>Invoice Customers </li></ul><ul><li>Handle Inquiries/ Provide Support </li></ul><ul><li>Develop Sourcing Strategies </li></ul><ul><li>Select Suppliers </li></ul><ul><li>Deliver Product </li></ul><ul><li>Appraise Develop Suppliers </li></ul><ul><li>Order Materials/ Services </li></ul><ul><li>Schedule/Plan Production </li></ul><ul><li>Manage Production Quality </li></ul><ul><li>Perform Production/ Control Mgmt </li></ul><ul><li>Produce Production Delivery </li></ul><ul><li>Obtain/Install/ Schedule/ Perform Equip. Maintenance </li></ul><ul><li>Manage Inbound Logistics </li></ul><ul><li>Manage Warehouse </li></ul><ul><li>Manage Distribution Operation </li></ul><ul><li>Manage Outbound Logistics </li></ul><ul><li>Manage Spare Parts </li></ul><ul><li>Manage Inventory </li></ul><ul><li>Manage Inquiries/ Provide Support </li></ul><ul><li>Handle Complaints/ Warranty/ Claims/Returns </li></ul><ul><li>Measure Customer Satisfaction </li></ul>cERP touches on every sector of the value chain Call Center Warehouse & Logistics Electronic Supply Chain E-Procurement Call Center Internet Sales Component & Supplier Management Internet Marketing Field Service Shipping EDI Technology Enabled Selling Customer Service Order Management Sales Configuration System Customer Service cERP
  10. 10. ERP: Legacy of the 1990s - The extended Enterprise Supply Chain Demand Chain Front/Back-Office Integration Buy Sell Make/Add Value It is generally unwise to blindly extend ERP applications in an attempt to become EC solutions Removing ERP application is certainly unnecessary Electronic Commerce Suppliers Back Office Front Office Customers Mfg.,Finance, Engineering Sales Support/Service marketing ,
  11. 11. Why cERP has become an imporant issue ? <ul><li>The focus on core competence and capital efficiency has driven dis-aggregation of the High Tech value </li></ul>1985 System OEM End Users Raw Material Supplier Capital Equipment Mfg. Semicon IDM Indirect Supplier Technology Reseller Component Mfg. 1990 Distributor Distributor Contract Manufacturer 1995 Assembly & Test Fabless Design / IP House Foundry 2000 System Design House Service Provider
  12. 12. “ Four Walls” view of Enterprise Collaborative ERP(cERP) Value Web Technology Resellers Components Distributors System OEM Sub-system OEM Semicon IDM Contract Mfr. (CEM) Fabless & IP House Foundry Assembly & Test Subcon Service Providers Capital Equipment Mfr. Raw Mat’l Supplier Indirect Supplier End User cERP is the Value Web Enabler cERP cERP
  13. 13. This re-aggregation will realize major benefits Benefits from re-aggregation Potential results <ul><li>Collaborative design </li></ul><ul><li>Initial price premium </li></ul><ul><li>Jump start on market share </li></ul>2%-6% revenue growth eDesign Information-sharing eMarket Technology Reseller Distributor System OEM Component Mfg. Semicon IDM Contract Mfg. Fabless Design / IP House Foundry Assembly & Test Service Provider Capital Equipment Mfg. Raw Mat’l Supplier Indirect Supplier End User System Design House <ul><li>Lower inventory levels </li></ul><ul><li>Better demand/ supply matching </li></ul><ul><li>Balancing customer service with ROA </li></ul>3%-7% cost savings /revenue growth ePlanning <ul><li>For sellers: economy of scale & fair pricing </li></ul><ul><li>For buyers: purchase power & supplier consolidation </li></ul><ul><li>Workflow efficiency </li></ul>1%-3% cost savings eProcurement <ul><li>Improved information access </li></ul><ul><li>Disintermediation </li></ul><ul><li>Online market making mechanisms </li></ul><ul><li>Aggregated content & community </li></ul>Other
  14. 14. Characteristics of Product Data that form the core for collaborative ERP Product Data is unstructured Product Data is used in highly iterative, creative processes Product Data is generated and used in multiple places ERP R&D Operations Engineering Quality Data Operations Planning Shop Floor Drawings R&D Quality Data Operations Planning Drawings SCM Engineering cERP Current Usage of Product Data cERP Enhanced Usage of Product Data Operations Shop Floor
  15. 15. Typical high level process flow Store Product Ship Product Capture Costs Shipping Orders Forecast Demand Schedule Transport Invoice Customer Record Revenue Collect Revenue Balance Close Report Results Customers Demand Mgmt Plan Production Master Prod. Scheduling Plan Materials. Shop Floor Control Equipment Control Product Packaging Forecast Materials Record Liability Order Material Receive Material Process Invoices Process Payment Select Suppliers Plan Maintenance Suppliers Produce Product Plan Demand Solution Knowledge Process Order Website Specify Product Design Product Manufacture Rules Design Process Capture cash flow Qualify Suppliers Store Material Design Supply Chain Order Maintenance Relationship Represent. Manage Imp- lementation Prepare Bid Configure Product Product Information Product Material or Services Other Information Design Solution Set Internal Business Processes External Business Processes External Business Processes
  16. 16. Typical high level process flow - dependencies Store Product Ship Product Capture Costs Shipping Orders Forecast Demand Schedule Transport Invoice Customer Record Revenue Collect Revenue Balance Close Report Results Customers Demand Mgmt Plan Production Master Prod. Scheduling Plan Materials. Shop Floor Control Equipment Control Product Packaging Forecast Materials Record Liability Order Material Receive Material Process Invoices Process Payment Select Suppliers Plan Maintenance Suppliers Produce Product Plan Demand Solution Knowledge Process Order Website Specify Product Design Product Manufacture Rules Design Process Capture cash flow Qualify Suppliers Store Material Design Supply Chain Order Maintenance Relationship Represent. Manage Imp- lementation Prepare Bid Configure Product Product Information Product Material or Services Other Information Design Solution Set ERP Production Execution Advance Planning Product Realization CRM Procurement Logistics Management
  17. 17. cERP Value Chain <ul><li>Internet Marketing </li></ul><ul><li>Broadvision </li></ul><ul><li>Exchange Applications </li></ul><ul><li>Open Market </li></ul><ul><li>Prime Response </li></ul><ul><li>Siebel </li></ul><ul><li>Smart Technologies </li></ul><ul><li>Trilogy </li></ul><ul><li>Component and Supplier Management </li></ul><ul><li>Aspect </li></ul><ul><li>Internet Sales </li></ul><ul><li>Broadvision </li></ul><ul><li>Fischer Technologies </li></ul><ul><li>Interworld </li></ul><ul><li>Open Market </li></ul><ul><li>Pandesic </li></ul><ul><li>Smart Technologies </li></ul><ul><li>Trade ’Ex </li></ul><ul><li>The Vision Factory </li></ul><ul><li>Order Mgmt </li></ul><ul><li>Interworld </li></ul><ul><li>Open Market </li></ul><ul><li>Pandesic </li></ul><ul><li>Siebel </li></ul><ul><li>Smart Technologies </li></ul><ul><li>Vantive </li></ul><ul><li>Trilogy </li></ul><ul><li>E-Procurement </li></ul><ul><li>Aspect </li></ul><ul><li>Actra </li></ul><ul><li>Arriba </li></ul><ul><li>Commerce One </li></ul><ul><li>Crossroute </li></ul><ul><li>Elcom </li></ul><ul><li>Elekom </li></ul><ul><li>Fisher Technologies </li></ul><ul><li>Hatinger </li></ul><ul><li>Trade ‘Ex </li></ul><ul><li>EDI </li></ul><ul><li>Harbinger </li></ul><ul><li>Sterling </li></ul><ul><li>Electronic Supply </li></ul><ul><li>Chain Plan & Execute </li></ul><ul><li>i2 * </li></ul><ul><li>Manugistics * </li></ul><ul><li>Warehouse & Logistics </li></ul><ul><li>Crossroute </li></ul><ul><li>i2 </li></ul><ul><li>Manugistics </li></ul><ul><li>Pandesic Shipping </li></ul><ul><li>FedEx * </li></ul><ul><li>UPS * </li></ul><ul><li>Call Center </li></ul><ul><li>Siebel </li></ul><ul><li>Vantive </li></ul><ul><li>Field Service </li></ul><ul><li>Siebel </li></ul><ul><li>Vantive </li></ul><ul><li>Customer Service </li></ul><ul><li>Pandesic </li></ul><ul><li>Siebel </li></ul><ul><li>Smart Technologies </li></ul><ul><li>Vantive </li></ul><ul><li>Technology Enabled Selling </li></ul><ul><li>Siebel </li></ul><ul><li>Vantive Sales Configuration System </li></ul><ul><li>Calico </li></ul><ul><li>Trilogy </li></ul><ul><li>Call Center </li></ul><ul><li>Siebel </li></ul><ul><li>Vantive </li></ul>ERP: Peoplesoft , JD Edwards, Oracle,, SAP ERP vendors are incorporating point solutions in their portfolio Manage Customer Service Manage Logistics/ Distribution Produce Products Procure Materials/ Services Manage Customer Orders Perform Sales Develop Products Perform Marketing
  18. 18. 10 stages of Enterprise Lifecycle
  19. 19. Firms need enterprise backbone for collaboration <ul><li>General environment today </li></ul><ul><li>Manufacturers have ERP deployed in multiple stand alone installations </li></ul><ul><li>ERP data is not being used for collaboration </li></ul><ul><li>Firms do not get partnering value from ERP </li></ul><ul><ul><li>Legacy of ERP splintered across the organization </li></ul></ul><ul><li>Splinted ERP prevents firms from sharing data </li></ul><ul><ul><ul><li>Only 6% consider ERP systems very effective at helping them collaborate </li></ul></ul></ul><ul><li>Employees are armed with operational insight </li></ul><ul><ul><ul><li>Production material requirements </li></ul></ul></ul><ul><ul><ul><li>Strategic supplier contacts </li></ul></ul></ul><ul><ul><ul><li>Comprehensive order status </li></ul></ul></ul><ul><li>Supply chain information is shared externally with the partners </li></ul><ul><ul><ul><li>Available inventory </li></ul></ul></ul><ul><ul><ul><li>Manufacturing constraints </li></ul></ul></ul>
  20. 20. How should companies prepare for cERP? <ul><li>Assess readiness along several key dimensions </li></ul><ul><ul><li>Strategy -- what is the value potential from collaboration, and what new KPIs are needed to track benefits? </li></ul></ul><ul><ul><li>Process --does the company have a single operating forecast, and if so, how reliable is it? Do internal functions collaborate on the forecast, or does one functional area dominate? </li></ul></ul><ul><ul><li>Organization --are people and processes organized to enable collaboration? Does the company go-to-market/buy via a customer account/item merchandise team structure? </li></ul></ul><ul><ul><li>Technology --can forecasts be aggregated and then segmented by item/customer on both a national and local level? </li></ul></ul><ul><li>Initiate internal projects to clean up legacy processes, systems and data </li></ul><ul><ul><li>Internal integration of processes and information flows </li></ul></ul><ul><ul><li>Agreement on a common (best) process model </li></ul></ul><ul><ul><li>Data normalization </li></ul></ul><ul><ul><li>Advanced planning and scheduling implementation </li></ul></ul><ul><li>Get started in pilots </li></ul>
  21. 21. Cool thing to do – But focus on How do we make / save money or provide competitve advantage
  22. 22. Implementation priority segmentation Customer segmentation forms the basis for designing differentiated approaches to cERP Return on investment HIGH LOW Complexity of application integration HIGH LOW Low priority Applications Highest priority Application High and medium priority applications High and medium priority applications Depending on the priority of the application, the approach to ERP implementation should vary
  23. 23. Return on investment - Realities <ul><ul><li>Difficult to quantify in all modules of an ERP system </li></ul></ul><ul><ul><li>Some of the so called savings may be considered subjective </li></ul></ul>Source: Forrester Research Cost of inaction?
  24. 24. Sudden drop in passenger load in a particular segment due to a major political event in that region Segment load analysis Profitability of The regional route Hub outbound Load data Flight Frequency to the segment No of flights To the region Competitive data for the route Connecting Flights affected Type of Aircraft and capacity Flight frequency Region Type of aircraft flights What if Analysis For various options Passenger Load analysis solution New flight schedule
  25. 25. How cERP enable essential decision making to maximize shareholder value. Financial Analytics HR / Workforce Analytics Supply Chain Analytics Customer Analytics Strategic Analytics <ul><li>Customer Analytics </li></ul><ul><li>Customer description </li></ul><ul><li>Customer profitability </li></ul><ul><li>Customer response </li></ul><ul><li>Customer attrition/churn </li></ul><ul><li>Cross sell/up sell </li></ul><ul><li>Market trends </li></ul><ul><li>Market preference </li></ul><ul><li>Market campaign </li></ul><ul><li>Click stream </li></ul><ul><li>Real-time personalization </li></ul><ul><li>Sales force efficiency </li></ul><ul><li>HR / Workforce Analytics </li></ul><ul><li>Compensation/incentive analysis </li></ul><ul><li>HR management analysis </li></ul><ul><li>Retention analysis </li></ul><ul><li>Disability analysis </li></ul><ul><li>Injury reporting & analysis </li></ul><ul><li>Regulatory reporting </li></ul><ul><li>Financial Analytics </li></ul><ul><li>Profitability analysis </li></ul><ul><li>Cash flow analysis </li></ul><ul><li>Risk analysis </li></ul><ul><li>Hedging analysis </li></ul><ul><li>Credit/collection analysis </li></ul><ul><li>Tax reporting/analysis </li></ul><ul><li>Shareholder value analysis </li></ul><ul><li>Financial reporting </li></ul><ul><li>Supply Chain Analytics </li></ul><ul><li>Product costing analysis </li></ul><ul><li>Inventory analysis </li></ul><ul><li>Process control analysis </li></ul><ul><li>Scheduling analysis </li></ul><ul><li>Throughput analysis </li></ul><ul><li>Quality/ISO analysis </li></ul><ul><li>Procurement analysis </li></ul><ul><li>Warranty analysis </li></ul><ul><li>Vendor/supplier analysis </li></ul>
  26. 26. Developing cERP capabilities requires a step-by-step approach <ul><li>Technology providers are rapidly developing cERP offerings; however, capabilities are not yet fully operational </li></ul><ul><li>Initial efforts should focus on developing internal collaboration processes (operations, marketing and sales) with supporting KPIs </li></ul><ul><ul><li>Establish forecast approach, accountabilities and communication processes </li></ul></ul><ul><ul><li>Develop metrics such as: </li></ul></ul><ul><ul><ul><li>sales and order forecast accuracy </li></ul></ul></ul><ul><ul><ul><li>stock to sales ratio </li></ul></ul></ul><ul><ul><ul><li>purchase order fill rate percent (percent shipped and delivered on time) </li></ul></ul></ul><ul><ul><ul><li>frequency of emergency or cancelled orders </li></ul></ul></ul><ul><ul><li>Implement internal collaborative processes, aligning individual objectives to performance measures </li></ul></ul><ul><li>Going forward, identify pilot partners to develop and refine collaboration processes and approach </li></ul>
  27. 27. Lessons learned <ul><ul><li>Speed is key </li></ul></ul><ul><ul><li>Clear value proposition </li></ul></ul><ul><ul><li>Anchor partners are critical </li></ul></ul><ul><ul><li>Build critical mass quickly </li></ul></ul><ul><ul><li>Understand your competencies </li></ul></ul><ul><ul><li>Selection of alliances and service providers </li></ul></ul><ul><ul><li>Launch infrastructure considering end game </li></ul></ul><ul><ul><li>Tools are still evolving-don’t substitute package selection for strategy </li></ul></ul><ul><ul><li>Aggressive management of regulatory issues </li></ul></ul><ul><ul><li>Be ready to change direction quickly </li></ul></ul><ul><ul><li>Big is not always better </li></ul></ul><ul><ul><li>Implement various modules in stages </li></ul></ul><ul><ul><li>Avoid islands of automation </li></ul></ul><ul><ul><li>Convert every legacy system to an ERP system </li></ul></ul><ul><ul><li>Today’s hype might be listed in tomorrow’s FD Company list </li></ul></ul><ul><ul><li>Establish a sense of Urgency </li></ul></ul><ul><ul><li>Create the platform for change (e-business) </li></ul></ul><ul><ul><li>Empower broad-based action </li></ul></ul><ul><ul><li>Generate short-term wins </li></ul></ul><ul><ul><li>Establish transformation objectives </li></ul></ul>
  28. 28. It is a process and not an event Thank You

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