An ERP system implementation requires continuous improvement and learning as technology advances. While companies treat ERP implementations as projects, the benefits are realized after go-live when staff use the new system. Successful ERP efforts require employee training, ongoing maintenance through upgrades and troubleshooting, and changes to business processes. Key challenges include resistance to change, lack of management support, unrealistic timelines and expectations.

1. Prepared and presented by,
N. Ganesha Pandian,
Assistant professor,
Madurai School of management.
IIyearIIISemester
Academicyear2017-2018
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2.  A successfully implementation ERP system
will not automatically produce results.
 As technology advances, new software with
more features and capacities will emerge.
 This requires continuous improvements,
continuous learning and an ongoing
implementation.

3.  Most of the companies treat ERP
implementation as projects, with the
assumption that someday the projects will
but the ERP system cannot end with the
implementation.
 Once the implementation phase ends and
staff have started using the ERP system, the
real benefits of the ERP will be soon.

4.  Employee Relocation and Re-Training
 Continuous Training

5. Break-Down Maintenance:
This is a reactive approach, i.e., dealing with
break-downs or problems when they occur.
Preventive Maintenance:
This is a proactive approach, i.e., reducing break-
downs through a programme of lubrication,
adjustment, cleaning, inspection, and
replacement of worn parts.

6.  Time-Based: Preventive maintenance work is due at
specific intervals (e.g., in every sixth month, part need to
be lubricated).
 Performance-Based: Preventive maintenance work is due
when a specific performance level has been reached (e.g.,
an aircraft part need to be replaced after every 50,000km
of flying).
 Condition-Based: Preventive maintenance work is due
when a condition is outside of a specific value range (e.g.,
cooling of a part is needed when temperature reaches
85°C).

7.  Negotiate Lower Software License Fees:
 Limit Software Customization during ERP System
Implementation:
 Explore Third-Party Support and Maintenance
Options:
 Negotiate Lower Ongoing Professional Service
Rates:
 Quantity your Total Direct and Indirect
 Maintenance and Support Costs:

8. Organizational Impact
 Enterprise Resource Planning (ERP) is one of the
most popular' software technologies for 'supporting
operational organization, it emphasizes
business transformation which will lead to
process change in its effort to maximize the company's
benefit.
 With the fast developing of industries and the need for
managing procedures and resources, it has been every
important to have a tool which can help one to coordinate
several activities, and the best one is ERP

9.  Management of product variety is not only a
production issue, but a challenge for sales as well.
 Through support of an ERP system, firms can
configure products efficiently and produce greater
variety efficiently.
 A majority of the firms expect their new ERP-based
systems should enable process improvements.

10. Petroleum, Oil & Gas Companies
These solutions enable the following key activities:
 Field Development
 Liquid and Gas Production
 Oil Field Service and Repair Operations
 Refinery Operations
 Lubes Manufacturing Operations

11. There are some key challenges that are faced by the
automotive industry, as
 High maintenance cost of production facilities
 Vendor management
 Inventory management
 Issues related to labour and land
 Maintaining efficiency in global product delivery
 Reduction in environmental impact of materials used
etc.

12.  Stream lined business processes and IT structures
that are less complex
 IT structures that are flexible and allow quick
adjustments in the business processes of supporting
operation
 Easy integration of new functions and processes
without harm to either the underlying technology or
previous investments
 Personalized data, tools, and solutions that
employees can access anywhere at any time.

13. Success Factors:
 Project planning
 Align the Organization on the true
destination.
 Architectural Design
 Transition project roles to a way of life.
 Data Requirements

14.  Applying planning and program management
practices throughout the program life cycle
 Achieve balanced people, process and
technology changes across all areas.
 ERP must be driven by a business case
 Active executive direction
 Focus on capabilities and benefits, not just going
live
 Make ERP related decisions quickly

15.  Put the very best people on the
implementation team
 Phased Approach
 Data conversion
 Organization Commitments
 Create a partnership between your software
vendor and your stakeholders
 Sell, sell and continuous to sell the ERP to
your stakeholders

16.  Build and leverage process expertise
 Adequately resources your project
 Define metrics and manage them
 Communicate and manage expectations at
go-live
 Extend capabilities beyond the ERP
foundation

17.  Ensure the project has sufficient budget
 Encourage functional ownership of the project
 Develop dependency-driven project schedules
that can be tracked and managed to provide
early warning and help avoid crisis.
 Implement pre-project readiness assessment and
overall project planning

18.  Implement aggressive project management
processes
 Create a project organization structure to
provide planning and quick response for
decision-making and issues management
 Make the best use of the external consultants
and experts.
 Implementation Review

19.  ERP implementation is, at its core, a people project
 Employee resistance
 Lack of top management commitment
 Inadequate training and educate
 Inadequate requirements definition
 Inadequate resources
 A poor fit between the software and users procedures
 Unrealistic expectations of the benefits and the ROI

20.  Poor ERP package selection
 Extensive customization
 Change Management
 Failure of accommodating evaluation of business
processes
 User acceptance
 Going Live is not the end of the ERP journey
 Companies should anticipate a temporary dip in
performance after going live