For companies selecting an enterprise software solution packages - ERP - here is a guide for qualitative and quantitative assessment of ERP packages from different vendors.
Enterprise Resource Planning (ERP) is an enterprise-wide information system that facilitates information flow and coordinates all business resources and activities. ERP solutions help reduce costs through improved efficiencies and decision-making, providing competitive advantages. For small to mid-sized businesses, ERP solutions open the door to vast process improvements like better customer service and decision support by integrating business activities on a centralized database platform.
This Aberdeen Group report charts how Enterprises are using mobility to help them create a better user environment using mobile devices and applications. The report also benchmarks the best in breed mobile enterprise applications.
This document provides an overview of enterprise resource planning (ERP) systems. It defines ERP as integrated software that helps businesses manage important operations like production planning, purchasing, inventory, customer service and order tracking. The document discusses how ERP systems evolved from earlier material requirements planning systems of the 1970s-80s. It also outlines key considerations for selecting, implementing and managing a successful ERP project, such as choosing a vendor, assessing total costs, avoiding common mistakes, and providing change leadership.
This document provides a guide to implementing an ERP system. It discusses that ERP implementations in developing countries are more difficult and expensive than other parts of the world due to economic conditions. The document outlines the key stages of an ERP implementation - pre-implementation, during implementation, and post-implementation. It stresses that choosing the right solution, proper project planning, and selecting an experienced implementation team are critical to the success of an ERP project. The document also evaluates factors to consider when selecting an ERP vendor and solution such as cost, customization ability, integration, and support.
Chapter 7 E R P Implementation Lifecycle Alexis LeonSonali Chauhan
The document outlines the typical lifecycle of an ERP implementation project. It discusses the key phases including pre-selection screening of vendors and software packages, package evaluation, project planning, gap analysis, reengineering, configuration, implementation team training, testing, end-user training, and post-implementation support. The goal is to carefully select the right software package, configure it to the business needs, train teams, test the system, launch it live, and ensure ongoing support after completion.
The document discusses the strengths, weaknesses, costs, and hidden costs of implementing an Enterprise Resource Planning (ERP) system. It notes that ERP software, implementation, consulting fees, and training can be very expensive. Underestimated costs include extensive training needs, integration and testing of additional applications and systems, customization work, data conversion, ongoing data analysis requirements, prolonged consulting support, replacing project staff, and a longer timeline to realize returns on investment. The document also outlines some benefits of ERP systems and reasons for businesses to understand them, such as integrating financial and customer order information and standardizing manufacturing processes.
IBM Rational Quality Manager provides a centralized hub for collaborative test management across the software development lifecycle. It aims to mitigate business risk through stakeholder coordination and enforceable process workflows, improve operational efficiency via test automation and lab management, and make confident decisions with effortless reporting and metrics. The solution emphasizes collaboration, automation, and reporting to govern software quality.
The document outlines the key phases in an ERP implementation lifecycle. It discusses pre-selection screening of ERP vendors and packages, package evaluation, project planning, gap analysis between current systems and the ERP, reengineering business processes, system configuration, training the implementation team and end users, testing, and post-implementation support. The phases described provide a framework for a successful ERP rollout from initial selection through go-live and ongoing maintenance.
Enterprise Resource Planning (ERP) is an enterprise-wide information system that facilitates information flow and coordinates all business resources and activities. ERP solutions help reduce costs through improved efficiencies and decision-making, providing competitive advantages. For small to mid-sized businesses, ERP solutions open the door to vast process improvements like better customer service and decision support by integrating business activities on a centralized database platform.
This Aberdeen Group report charts how Enterprises are using mobility to help them create a better user environment using mobile devices and applications. The report also benchmarks the best in breed mobile enterprise applications.
This document provides an overview of enterprise resource planning (ERP) systems. It defines ERP as integrated software that helps businesses manage important operations like production planning, purchasing, inventory, customer service and order tracking. The document discusses how ERP systems evolved from earlier material requirements planning systems of the 1970s-80s. It also outlines key considerations for selecting, implementing and managing a successful ERP project, such as choosing a vendor, assessing total costs, avoiding common mistakes, and providing change leadership.
This document provides a guide to implementing an ERP system. It discusses that ERP implementations in developing countries are more difficult and expensive than other parts of the world due to economic conditions. The document outlines the key stages of an ERP implementation - pre-implementation, during implementation, and post-implementation. It stresses that choosing the right solution, proper project planning, and selecting an experienced implementation team are critical to the success of an ERP project. The document also evaluates factors to consider when selecting an ERP vendor and solution such as cost, customization ability, integration, and support.
Chapter 7 E R P Implementation Lifecycle Alexis LeonSonali Chauhan
The document outlines the typical lifecycle of an ERP implementation project. It discusses the key phases including pre-selection screening of vendors and software packages, package evaluation, project planning, gap analysis, reengineering, configuration, implementation team training, testing, end-user training, and post-implementation support. The goal is to carefully select the right software package, configure it to the business needs, train teams, test the system, launch it live, and ensure ongoing support after completion.
The document discusses the strengths, weaknesses, costs, and hidden costs of implementing an Enterprise Resource Planning (ERP) system. It notes that ERP software, implementation, consulting fees, and training can be very expensive. Underestimated costs include extensive training needs, integration and testing of additional applications and systems, customization work, data conversion, ongoing data analysis requirements, prolonged consulting support, replacing project staff, and a longer timeline to realize returns on investment. The document also outlines some benefits of ERP systems and reasons for businesses to understand them, such as integrating financial and customer order information and standardizing manufacturing processes.
IBM Rational Quality Manager provides a centralized hub for collaborative test management across the software development lifecycle. It aims to mitigate business risk through stakeholder coordination and enforceable process workflows, improve operational efficiency via test automation and lab management, and make confident decisions with effortless reporting and metrics. The solution emphasizes collaboration, automation, and reporting to govern software quality.
The document outlines the key phases in an ERP implementation lifecycle. It discusses pre-selection screening of ERP vendors and packages, package evaluation, project planning, gap analysis between current systems and the ERP, reengineering business processes, system configuration, training the implementation team and end users, testing, and post-implementation support. The phases described provide a framework for a successful ERP rollout from initial selection through go-live and ongoing maintenance.
Business process re-engineering (BPR) involves fundamentally rethinking and radically redesigning business processes to achieve improvements in areas like cost, quality, and speed. It differs from streamlining which makes incremental changes, while BPR scraps the existing process and creates a new one. BPR should be considered on a continuum from streamlining to re-inventing. Conducting BPR prior to an ERP implementation can help ensure the ERP system fits organizational needs, whereas adopting an ERP system without considering business processes risks discarding competitive advantages. There are two main approaches to BPR - clean slate reengineering and technology-enabled reengineering, with tradeoffs to consider between the two.
The document discusses how companies are extending their ERP implementations beyond core functionality. It finds that while ERP vendors have expanded their offerings, integrating extensions remains an important consideration. The top factors for ERP vs. best-of-breed decisions are functionality, integration, and impact on upgrades. Most companies purchase extensions from their ERP vendor for easier integration. Large companies consider similar criteria as small companies but may choose separate vendors for some extensions.
The document discusses the value of technical publications for Enterprise Resource Planning (ERP) solutions. It states that ERP implementations require extensive documentation of updated processes, user manuals, training materials and product configurations. Outsourcing this documentation to specialists allows ERP vendors to launch products with world-class documentation and cut costs. The document also outlines the services provided by The Writers Block, an outsourcing company, to create technical publications for ERP clients.
This document discusses ERP (Enterprise Resource Planning) systems. It describes ERP as an accounting system that identifies and plans enterprise-wide resources for order fulfillment. The document outlines benefits of ERP like eliminating redundant data, improving production speed, and providing competitive advantages. Reasons for implementing ERP include achieving economies of scale, improving data integrity, and supporting global operations. The different phases of an ERP implementation project are also summarized, from pre-evaluation to post-implementation support. Finally, the document states that an ERP investment is a long-term business decision that must create measurable benefits to justify costs.
SAP CVN Supply Network Planning - Supply Planning Engine SelectionPlan4Demand
This document summarizes a presentation on supply chain planning given by Plan4Demand Solutions. The presentation covered challenges with supply planning, tools for optimization, and questions. It discussed Plan4Demand's consulting services in supply chain planning areas like demand forecasting and inventory optimization. The presentation also covered supply planning engine selection, change management, and challenges with aligning supply network planning results to master data.
ERP stands for Enterprise Resource Planning. The primary purpose of implementing an ERP system is to help a business run efficiently in a competitive environment. ERP systems have evolved from inventory control software in the 1960s to integrated manufacturing and supply chain systems in the late 1990s. The key stages of an ERP implementation include acquisition, evaluation, adoption, implementation, use and maintenance, and retirement. People are the most important element of a successful ERP implementation. Common ERP implementation methods include the parallel approach, big bang, pilot approach, and hybrid systems. Training strategies should educate users on ERP concepts and the business processes before teaching them how to use the system.
ERP (Enterprise Resource Planning) is a software solution that integrates all departments and functions of a company into a single system. It facilitates company-wide information sharing, increases customer service, and organizes data input. ERP evolved from earlier systems like MRP (Materials Requirement Planning) and MRP II. Implementing ERP requires reengineering business processes, customizing the software to a company's needs, training users, and ongoing upgrades. The benefits of ERP include improved integration, customer service, decision making
1. The document discusses enterprise resource planning (ERP) systems and introduces some key concepts. ERP systems aim to integrate business functions and information across departments.
2. As companies grew larger, departments became more isolated with their own procedures and data. ERP systems eliminate these "islands of information" by creating a centralized enterprise-wide database.
3. ERP systems provide benefits like improved efficiency, flexible and real-time decision making support, and eliminating limitations of legacy systems. However, ERP implementations sometimes fail if not chosen, implemented, and used properly. User training and acceptance is important for success.
This document provides an overview of enterprise resource planning (ERP) systems. It defines ERP as a business strategy and set of applications that optimize collaborative processes across an enterprise. The goal of ERP is to acquire, retain, and grow profitable customers. ERP offers integrated solutions for key business functions. Implementing an ERP system is a complex, costly, and time-intensive process that typically takes over a year and $10 million. The benefits of ERP include increased integration, efficiency, accuracy and cost reduction, while the challenges include time needed for implementation and ongoing security issues.
This document provides an introduction to business process reengineering (BPR) and enterprise resource planning (ERP). It defines BPR as fundamentally rethinking and redesigning business processes to achieve dramatic improvements in areas like cost, quality and speed. The objectives of BPR include reducing costs and time, improving customer service and reinventing business rules. ERP software aims to integrate all departments and functions across a company onto a single system. It discusses the benefits of ERP including lower costs and better data access, as well as challenges such as high implementation costs and potential inflexibility.
The document discusses various contemporary management practices such as MIS, end user computing, materials requirement planning, just in time manufacturing, total quality management, six sigma, capability maturity model, supply chain management, enterprise resource planning, performance management, business process outsourcing, business process reengineering, benchmarking, and balanced scorecard. It provides details on the objectives, methodologies, benefits, and key aspects of each of these management practices.
The document discusses challenges in software delivery and the need for measurement to improve processes and outcomes. It introduces the IBM Rational Insight solution, which provides integrated lifecycle intelligence through automated collection and analysis of metrics. Rational Insight helps measure performance against business objectives, monitor projects and processes, and facilitate continual improvement through dashboards and reporting.
The document outlines an enterprise architecture plan for Child-Wear, a children's clothing manufacturer. It includes a vision, mission, organizational structure, key stakeholders and systems, as well as an analysis of current strengths, weaknesses, opportunities, and threats. Gaps in existing systems are identified and an approach is outlined to address the gaps, including consolidating systems, integrating systems, allowing online ordering, and collaborating with suppliers. An information architecture with standard data elements and access controls is also proposed.
This document is a project report submitted for a Master's degree in business administration. It examines the impact of an ERP (enterprise resource planning) system on employee productivity and performance at More Modular Homes Private Limited. The report includes an acknowledgements section, executive summary, table of contents, and introduction discussing the background and objectives of the study. It will analyze data collected from employees on their experiences using the ERP system.
Arrow ECS Partner Jam - PureSystems - William BurnsArrow ECS UK
The document provides an overview of IBM's PureSystems, a new family of expert integrated systems. PureSystems include the IBM PureFlex System, an expert system for system infrastructure, and the IBM PureApplication System, an expert system optimized for application deployment and cloud platforms. The systems are designed to simplify IT with built-in expertise, integration by design, and a simplified user experience from acquisition to maintenance.
Empowering the CIO: Enabling smarter decisions with application portfolio man...IBM Rational software
Application portfolio management (APM) can help organizations optimize their IT investments by providing transparency into their application portfolio. APM analyzes applications based on their business value, costs, enhancement potential and risks to make decisions about maintenance, consolidation or modernization. Implementing APM can help reduce costs, improve business agility and align IT with business priorities. The IBM Rational solution provides capabilities for application inventory management, analytics, decision support and project execution to help customers realize the benefits of APM.
Introduction: Enterprise Systems for ManagementKanishka Gopal
The document provides an overview of enterprise resource planning (ERP) systems, including their evolution, components, benefits, and limitations. It discusses how ERP systems integrate various organizational functions and processes through a single database. The document also outlines the ERP implementation lifecycle and key factors for a successful implementation, such as change management, vendor selection, and project management.
This document provides an overview and index of study material on Enterprise Resource Planning (ERP). It discusses Vel Tech engineering colleges and their partnerships. It also outlines the benefits of ERP systems in integrating business functions and processes. The index lists 5 units that will be covered: Introduction to ERP, ERP Implementation, Business Modules, The ERP Market, and the Future of ERP.
This document provides an overview of ERP implementations in South Asian countries and discusses the challenges. It notes that ERP implementations in South Asia are more difficult and expensive than other parts of the world due to different socioeconomic conditions and currency differences. The document then discusses various stages of ERP implementation including pre-implementation where organizations choose a solution, evaluate vendors, and document business processes. During implementation, organizations configure the system, convert data, and train users. Post implementation involves ongoing system maintenance and support. Proper planning and execution of each stage is critical for implementation success.
Enterprise resource planning (ERP) software integrates different departments within a company to automate business processes. ERP provides a centralized database to enable information sharing across departments. Implementing ERP involves multiple phases including evaluating software packages, planning the project, identifying gaps between existing systems and ERP capabilities, reengineering business processes, configuring the ERP system, training staff, testing, and going live with the new system. ERP aims to improve integration, standardize processes, and reduce costs for organizations.
This document presents a framework for evaluating ERP implementation choices. It identifies various customization options for business processes and ERP systems. It also identifies technical and process change capabilities required to customize systems and processes. The framework combines customization options and change capabilities to help managers identify feasible customization options for their organization and recognize gaps between desired options and capabilities. It aims to support management decision-making around ERP implementation.
Business process re-engineering (BPR) involves fundamentally rethinking and radically redesigning business processes to achieve improvements in areas like cost, quality, and speed. It differs from streamlining which makes incremental changes, while BPR scraps the existing process and creates a new one. BPR should be considered on a continuum from streamlining to re-inventing. Conducting BPR prior to an ERP implementation can help ensure the ERP system fits organizational needs, whereas adopting an ERP system without considering business processes risks discarding competitive advantages. There are two main approaches to BPR - clean slate reengineering and technology-enabled reengineering, with tradeoffs to consider between the two.
The document discusses how companies are extending their ERP implementations beyond core functionality. It finds that while ERP vendors have expanded their offerings, integrating extensions remains an important consideration. The top factors for ERP vs. best-of-breed decisions are functionality, integration, and impact on upgrades. Most companies purchase extensions from their ERP vendor for easier integration. Large companies consider similar criteria as small companies but may choose separate vendors for some extensions.
The document discusses the value of technical publications for Enterprise Resource Planning (ERP) solutions. It states that ERP implementations require extensive documentation of updated processes, user manuals, training materials and product configurations. Outsourcing this documentation to specialists allows ERP vendors to launch products with world-class documentation and cut costs. The document also outlines the services provided by The Writers Block, an outsourcing company, to create technical publications for ERP clients.
This document discusses ERP (Enterprise Resource Planning) systems. It describes ERP as an accounting system that identifies and plans enterprise-wide resources for order fulfillment. The document outlines benefits of ERP like eliminating redundant data, improving production speed, and providing competitive advantages. Reasons for implementing ERP include achieving economies of scale, improving data integrity, and supporting global operations. The different phases of an ERP implementation project are also summarized, from pre-evaluation to post-implementation support. Finally, the document states that an ERP investment is a long-term business decision that must create measurable benefits to justify costs.
SAP CVN Supply Network Planning - Supply Planning Engine SelectionPlan4Demand
This document summarizes a presentation on supply chain planning given by Plan4Demand Solutions. The presentation covered challenges with supply planning, tools for optimization, and questions. It discussed Plan4Demand's consulting services in supply chain planning areas like demand forecasting and inventory optimization. The presentation also covered supply planning engine selection, change management, and challenges with aligning supply network planning results to master data.
ERP stands for Enterprise Resource Planning. The primary purpose of implementing an ERP system is to help a business run efficiently in a competitive environment. ERP systems have evolved from inventory control software in the 1960s to integrated manufacturing and supply chain systems in the late 1990s. The key stages of an ERP implementation include acquisition, evaluation, adoption, implementation, use and maintenance, and retirement. People are the most important element of a successful ERP implementation. Common ERP implementation methods include the parallel approach, big bang, pilot approach, and hybrid systems. Training strategies should educate users on ERP concepts and the business processes before teaching them how to use the system.
ERP (Enterprise Resource Planning) is a software solution that integrates all departments and functions of a company into a single system. It facilitates company-wide information sharing, increases customer service, and organizes data input. ERP evolved from earlier systems like MRP (Materials Requirement Planning) and MRP II. Implementing ERP requires reengineering business processes, customizing the software to a company's needs, training users, and ongoing upgrades. The benefits of ERP include improved integration, customer service, decision making
1. The document discusses enterprise resource planning (ERP) systems and introduces some key concepts. ERP systems aim to integrate business functions and information across departments.
2. As companies grew larger, departments became more isolated with their own procedures and data. ERP systems eliminate these "islands of information" by creating a centralized enterprise-wide database.
3. ERP systems provide benefits like improved efficiency, flexible and real-time decision making support, and eliminating limitations of legacy systems. However, ERP implementations sometimes fail if not chosen, implemented, and used properly. User training and acceptance is important for success.
This document provides an overview of enterprise resource planning (ERP) systems. It defines ERP as a business strategy and set of applications that optimize collaborative processes across an enterprise. The goal of ERP is to acquire, retain, and grow profitable customers. ERP offers integrated solutions for key business functions. Implementing an ERP system is a complex, costly, and time-intensive process that typically takes over a year and $10 million. The benefits of ERP include increased integration, efficiency, accuracy and cost reduction, while the challenges include time needed for implementation and ongoing security issues.
This document provides an introduction to business process reengineering (BPR) and enterprise resource planning (ERP). It defines BPR as fundamentally rethinking and redesigning business processes to achieve dramatic improvements in areas like cost, quality and speed. The objectives of BPR include reducing costs and time, improving customer service and reinventing business rules. ERP software aims to integrate all departments and functions across a company onto a single system. It discusses the benefits of ERP including lower costs and better data access, as well as challenges such as high implementation costs and potential inflexibility.
The document discusses various contemporary management practices such as MIS, end user computing, materials requirement planning, just in time manufacturing, total quality management, six sigma, capability maturity model, supply chain management, enterprise resource planning, performance management, business process outsourcing, business process reengineering, benchmarking, and balanced scorecard. It provides details on the objectives, methodologies, benefits, and key aspects of each of these management practices.
The document discusses challenges in software delivery and the need for measurement to improve processes and outcomes. It introduces the IBM Rational Insight solution, which provides integrated lifecycle intelligence through automated collection and analysis of metrics. Rational Insight helps measure performance against business objectives, monitor projects and processes, and facilitate continual improvement through dashboards and reporting.
The document outlines an enterprise architecture plan for Child-Wear, a children's clothing manufacturer. It includes a vision, mission, organizational structure, key stakeholders and systems, as well as an analysis of current strengths, weaknesses, opportunities, and threats. Gaps in existing systems are identified and an approach is outlined to address the gaps, including consolidating systems, integrating systems, allowing online ordering, and collaborating with suppliers. An information architecture with standard data elements and access controls is also proposed.
This document is a project report submitted for a Master's degree in business administration. It examines the impact of an ERP (enterprise resource planning) system on employee productivity and performance at More Modular Homes Private Limited. The report includes an acknowledgements section, executive summary, table of contents, and introduction discussing the background and objectives of the study. It will analyze data collected from employees on their experiences using the ERP system.
Arrow ECS Partner Jam - PureSystems - William BurnsArrow ECS UK
The document provides an overview of IBM's PureSystems, a new family of expert integrated systems. PureSystems include the IBM PureFlex System, an expert system for system infrastructure, and the IBM PureApplication System, an expert system optimized for application deployment and cloud platforms. The systems are designed to simplify IT with built-in expertise, integration by design, and a simplified user experience from acquisition to maintenance.
Empowering the CIO: Enabling smarter decisions with application portfolio man...IBM Rational software
Application portfolio management (APM) can help organizations optimize their IT investments by providing transparency into their application portfolio. APM analyzes applications based on their business value, costs, enhancement potential and risks to make decisions about maintenance, consolidation or modernization. Implementing APM can help reduce costs, improve business agility and align IT with business priorities. The IBM Rational solution provides capabilities for application inventory management, analytics, decision support and project execution to help customers realize the benefits of APM.
Introduction: Enterprise Systems for ManagementKanishka Gopal
The document provides an overview of enterprise resource planning (ERP) systems, including their evolution, components, benefits, and limitations. It discusses how ERP systems integrate various organizational functions and processes through a single database. The document also outlines the ERP implementation lifecycle and key factors for a successful implementation, such as change management, vendor selection, and project management.
This document provides an overview and index of study material on Enterprise Resource Planning (ERP). It discusses Vel Tech engineering colleges and their partnerships. It also outlines the benefits of ERP systems in integrating business functions and processes. The index lists 5 units that will be covered: Introduction to ERP, ERP Implementation, Business Modules, The ERP Market, and the Future of ERP.
This document provides an overview of ERP implementations in South Asian countries and discusses the challenges. It notes that ERP implementations in South Asia are more difficult and expensive than other parts of the world due to different socioeconomic conditions and currency differences. The document then discusses various stages of ERP implementation including pre-implementation where organizations choose a solution, evaluate vendors, and document business processes. During implementation, organizations configure the system, convert data, and train users. Post implementation involves ongoing system maintenance and support. Proper planning and execution of each stage is critical for implementation success.
Enterprise resource planning (ERP) software integrates different departments within a company to automate business processes. ERP provides a centralized database to enable information sharing across departments. Implementing ERP involves multiple phases including evaluating software packages, planning the project, identifying gaps between existing systems and ERP capabilities, reengineering business processes, configuring the ERP system, training staff, testing, and going live with the new system. ERP aims to improve integration, standardize processes, and reduce costs for organizations.
This document presents a framework for evaluating ERP implementation choices. It identifies various customization options for business processes and ERP systems. It also identifies technical and process change capabilities required to customize systems and processes. The framework combines customization options and change capabilities to help managers identify feasible customization options for their organization and recognize gaps between desired options and capabilities. It aims to support management decision-making around ERP implementation.
Deploying an enterprise resource planning (ERP) system is an expensive proposition, not just in terms of licensing and maintenance, but in terms of dedicated resources and time. The implementation of ERP systems has helped small and mid-sized companies, significantly improve their business metrics by process optimization, improving the entire supply chain process, better inventory control, better reporting to take decisions, integration across functionalities and increasing transparency across the company. Purchase department can see the sales department data, Sales department can see inventory data, and top management can see any data on a click of single button.
As a leading Open Source enterprise software development company in USA, Corelynx provides high end software solutions based on the requirements of the client global.
The document provides an overview of a survey conducted on ERP implementations. Some key findings from the survey include:
- 52% of respondents anticipated increased budgets for new ERP implementations or modules in 2004 compared to 2003.
- SAP and PeopleSoft/J.D. Edwards were cited as the most popular ERP packages used.
- 46% of respondents indicated that inadequate requirements definition and resistance to change were the main challenges to successful ERP implementations.
Facilation of it in bpr & erp by- pratap tambePratap Tambe
Business process reengineering (BPR) is important for implementing enterprise resource planning (ERP) systems. ERP systems can only provide an 80% fit with existing workflows, so BPR is needed to realign processes. ERP both enables and drives process change by requiring definition of integrated business processes. While BPR can optimize processes before ERP implementation, doing BPR concurrently with ERP may leverage more expertise to yield better results and process improvements. Key factors in BPR and ERP implementation success include resources, change management, and focus on both processes and strategic goals.
The 2012 ERP Buyers Guide from Software Shortlist provides an overview of leading ERP providers, together with expert commentary and advice to help you make the right decision, including articles on:
> A business-driven approach to software selection
> Benefits & pitfalls of ERP systems
> Advice for a successful ERP implementation
The Buyers Guide also includes detailed profiles of 20+ leading ERP vendors.
Accelerate your selection process by downloading the ERP Buyers Guide from Software Shortlist.
ERP (enterprise resource planning) software helps organizations manage business processes and facilitates information flow across various levels of the organization. Key ERP modules focus on specific business areas like inventory, distribution, accounting, and more. ERP systems can be deployed on-premises or in the cloud. Large legacy vendors like SAP, Oracle, and Microsoft Dynamics dominate the ERP market. Recovering from a failed ERP implementation requires identifying what caused the failure, assessing the short and long-term impacts, and deciding whether to salvage the existing system or start over, while learning from past mistakes.
The document discusses conducting a cost-benefit analysis for implementing an Enterprise Resource Planning (ERP) system. It outlines potential costs of an ERP initiative such as acquisition, customization, testing, upgrades, conversion, and training. It also discusses potential benefits like streamlined procedures, greater intelligence, increased productivity, and improved reporting. The document emphasizes the importance of establishing an economic case for investment by weighing costs against the expected return on investment. It also stresses defining targets and monitoring the ERP project's success in achieving them.
This document discusses key factors for successful ERP selection and implementation at manufacturing and distribution companies. It outlines that ERP success comes from streamlining processes and enabling data-driven decisions. Selection requires understanding business operations and how ERP can generate value. Current ERP technologies and innovations that can benefit manufacturers include software-as-a-service, mobility, business intelligence, and social/green technologies. Effective selection starts with assessing strategies, processes and ROI to define requirements and ensure organizational readiness for change.
ERP FAQ_ Frequently Asked Questions About ERP.pdfPridesys IT Ltd.
The document discusses frequently asked questions (FAQs) about enterprise resource planning (ERP) systems and their implementation. It provides answers to questions such as what an ERP system is and why organizations use them, common ERP implementation approaches, the steps to a successful implementation, implementation methodologies, the typical implementation life cycle, implementation statistics, change management strategies, where to find implementation plan templates, and how small to medium businesses can best implement an ERP system.
With these key best practices, you can create strong ERP governance that will help you use your platform effectively, with an increased focus on the strategic objectives of your business.
Pros & cons in house software vs outsourcedCeline George
Both in house ERP development and Outsourcing have their own advantages and disadvantages in store. Cautious thought must be taken by the general business population
Agile helps to break down the functional scope
of ERP into a smaller set of features that small teams
can deliver in sprints. This iterative approach helps
projects to realize business value quickly
1. The document discusses whether mid-sized companies should implement ERP systems or not. It finds that best-in-class mid-sized companies are more likely to have ERP systems in place.
2. Companies without ERP face challenges like inaccurate data, inability to access data remotely, and lack of standardized processes. ERP systems can help address these issues and provide benefits like improved visibility, collaboration, and performance.
3. While ERP implementations require investments, the research found that mid-sized companies with ERP showed better performance on metrics like profitability, on-time delivery, and inventory accuracy compared to those without ERP systems.
This document provides an overview and introduction to Enterprise Resource Planning (ERP) systems. It discusses what an enterprise and ERP system are, why companies implement ERP, and how an ERP implementation should be carried out. The key points made in the document are:
1. An enterprise is a group of people with a common goal, and an ERP system integrates the information systems and automates core functions of an organization.
2. Implementing an ERP system has become necessary for companies to survive in today's competitive environment. However, selecting and implementing an ERP system is a difficult task with a high risk of failure.
3. A successful ERP implementation requires identifying an experienced consulting firm
This document provides an overview of enterprise resource planning (ERP) systems. It defines ERP as software that integrates business functions across an enterprise, discusses the history and evolution of ERP from separate systems in the 1960s-1980s to integrated ERP in the 1990s, and outlines the main components or modules of a typical ERP system, including accounting, human resources, manufacturing, project management, customer relationship management, and supply chain management. The document also covers ERP implementation options, vendors, advantages, disadvantages, examples of successful implementations, and reasons why ERP projects fail.
KEDA is a world leader in building materials machinery that implemented an SAP ERP system to sustain innovation and success. The case analyzes KEDA's ERP implementation process which required reshaping processes across the organization. Key decisions included identifying problems the ERP could solve, choosing between custom or outsourced ERP, selecting a vendor and software, and determining an implementation approach. Challenges included siloed business units, inefficient operations, and transferring large amounts of legacy data to the new ERP system.
Enterprise Resource Planning (ERP) is a business software that allows organizations to manage resources across departments from a single integrated system. It provides real-time data sharing between systems using a common database. Implementing an ERP system involves deciding which functions and modules to support, customizing the system, choosing an implementation strategy, and training end users. Potential benefits include reduced costs, improved processes, and increased efficiency, while risks include high costs and difficulties with customization and change management.
Similar to ERP Software Selection: Getting It Rght (20)
Using Adaptive Scrum to Tame Process Reverse Engineering in Data Analytics Pr...Cognizant
Organizations rely on analytics to make intelligent decisions and improve business performance, which sometimes requires reproducing business processes from a legacy application to a digital-native state to reduce the functional, technical and operational debts. Adaptive Scrum can reduce the complexity of the reproduction process iteratively as well as provide transparency in data analytics porojects.
Data Modernization: Breaking the AI Vicious Cycle for Superior Decision-makingCognizant
The document discusses how most companies are not fully leveraging artificial intelligence (AI) and data for decision-making. It finds that only 20% of companies are "leaders" in using AI for decisions, while the remaining 80% are stuck in a "vicious cycle" of not understanding AI's potential, having low trust in AI, and limited adoption. Leaders use more sophisticated verification of AI decisions and a wider range of AI technologies beyond chatbots. The document provides recommendations for breaking the vicious cycle, including appointing AI champions, starting with specific high-impact decisions, and institutionalizing continuous learning about AI advances.
It Takes an Ecosystem: How Technology Companies Deliver Exceptional ExperiencesCognizant
Experience is becoming a key strategy for technology companies as they shift to cloud-based subscription models. This requires building an "experience ecosystem" that breaks down silos and involves partners. Building such an ecosystem involves adopting a cross-functional approach to experience, making experience data-driven to generate insights, and creating platforms to enable connected selling between companies and partners.
Intuition is not a mystery but rather a mechanistic process based on accumulated experience. Leading businesses are engineering intuition into their organizations by harnessing machine learning software, massive cloud processing power, huge amounts of data, and design thinking in experiences. This allows them to anticipate and act with speed and insight, improving decision making through data-driven insights and acting as if on intuition.
The Work Ahead: Transportation and Logistics Delivering on the Digital-Physic...Cognizant
The T&L industry appears poised to accelerate its long-overdue modernization drive, as the pandemic spurs an increased need for agility and resilience, according to our study.
Enhancing Desirability: Five Considerations for Winning Digital InitiativesCognizant
To be a modern digital business in the post-COVID era, organizations must be fanatical about the experiences they deliver to an increasingly savvy and expectant user community. Getting there requires a mastery of human-design thinking, compelling user interface and interaction design, and a focus on functional and nonfunctional capabilities that drive business differentiation and results.
The Work Ahead in Manufacturing: Fulfilling the Agility MandateCognizant
Manufacturers are ahead of other industries in IoT deployments but lag in investments in analytics and AI needed to maximize IoT's benefits. While many have IoT pilots, few have implemented machine learning at scale to analyze sensor data and optimize processes. To fully digitize manufacturing, investments in automation, analytics, and AI must increase from the current 5.5% of revenue to over 11% to integrate IT, OT, and PT across the value chain.
The Work Ahead in Higher Education: Repaving the Road for the Employees of To...Cognizant
Higher-ed institutions expect pandemic-driven disruption to continue, especially as hyperconnectivity, analytics and AI drive personalized education models over the lifetime of the learner, according to our recent research.
Engineering the Next-Gen Digital Claims Organisation for Australian General I...Cognizant
The document discusses potential future states for the claims organization of Australian general insurers. It notes that gradual changes like increasing climate volatility, new technologies, and changing customer demographics will reshape the insurance industry and claims processes. Five potential end states for claims organizations are described: 1) traditional claims will demand faster processing; 2) a larger percentage of claims will come from new digital risks; 3) claims processes may become "Uberized" through partnerships; 4) claims organizations will face challenges in risk management propositions; 5) humans and machines will work together to adjudicate claims using large data and computing power. The document argues that insurers must transform claims through digital technologies to concurrently improve customer experience, operational effectiveness, and efficiencies
Profitability in the Direct-to-Consumer Marketplace: A Playbook for Media and...Cognizant
Amid constant change, industry leaders need an upgraded IT infrastructure capable of adapting to audience expectations while proactively anticipating ever-evolving business requirements.
Green Rush: The Economic Imperative for SustainabilityCognizant
Green business is good business, according to our recent research, whether for companies monetizing tech tools used for sustainability or for those that see the impact of these initiatives on business goals.
Policy Administration Modernization: Four Paths for InsurersCognizant
The pivot to digital is fraught with numerous obstacles but with proper planning and execution, legacy carriers can update their core systems and keep pace with the competition, while proactively addressing customer needs.
The Work Ahead in Utilities: Powering a Sustainable Future with DigitalCognizant
Utilities are starting to adopt digital technologies to eliminate slow processes, elevate customer experience and boost sustainability, according to our recent study.
AI in Media & Entertainment: Starting the Journey to ValueCognizant
Up to now, the global media & entertainment industry (M&E) has been lagging most other sectors in its adoption of artificial intelligence (AI). But our research shows that M&E companies are set to close the gap over the coming three years, as they ramp up their investments in AI and reap rising returns. The first steps? Getting a firm grip on data – the foundation of any successful AI strategy – and balancing technology spend with investments in AI skills.
Operations Workforce Management: A Data-Informed, Digital-First ApproachCognizant
As #WorkFromAnywhere becomes the rule rather than the exception, organizations face an important question: How can they increase their digital quotient to engage and enable a remote operations workforce to work collaboratively to deliver onclient requirements and contractual commitments?
Five Priorities for Quality Engineering When Taking Banking to the CloudCognizant
As banks move to cloud-based banking platforms for lower costs and greater agility, they must seamlessly integrate technologies and workflows while ensuring security, performance and an enhanced user experience. Here are five ways cloud-focused quality assurance helps banks maximize the benefits.
Getting Ahead With AI: How APAC Companies Replicate Success by Remaining FocusedCognizant
Changing market dynamics are propelling Asia-Pacific businesses to take a highly disciplined and focused approach to ensuring that their AI initiatives rapidly scale and quickly generate heightened business impact.
The Work Ahead in Intelligent Automation: Coping with Complexity in a Post-Pa...Cognizant
Intelligent automation continues to be a top driver of the future of work, according to our recent study. To reap the full advantages, businesses need to move from isolated to widespread deployment.
The Work Ahead in Intelligent Automation: Coping with Complexity in a Post-Pa...
ERP Software Selection: Getting It Rght
1. • Cognizant 20-20 Insights
ERP Software Selection: Getting It Right
Finding, configuring and implementing best-fit enterprise software
requires a methodical approach that starts with custom vs. packaged
evaluations and includes a searching assessment of organizational
needs, vendor strengths and weaknesses and competitor strategies.
Executive Summary • The opportunity to adopt industry best
practices.
Manufacturing organizations embark upon
enterprise system implementation or develop- • Packaged ERP solutions are well proven and
ment programs for multiple reasons. The primary stable.
motivations include: • Better systems documentation.
• Business transformation: Top management • Established upgrade roadmap.
decides to undertake a program to significantly
raise the top line or bottom line.
• Easier and cheaper to maintain.
• Availability of skilled resources.
• Business process harmonization: Similar to a
business transformation exercise but at a scale However, ERP package selection is a compli-
where the objective is to generate process cated exercise. There is a myriad of ERP appli-
benefits and harmonize activities across the cation packages available in the market with a
organization. range of deployment options. Moreover, most
ERP packages claim to offer comprehensive, but
• Technology upgrade/replacement of legacy
similar, functionality.
system: Initiated by the IT organization to
replace an end-of-life product or service with The objective of this paper is to outline key issues
similar functionality and reduce application faced by organizations selecting ERP packages
management costs (AMC) and total cost of and present a set of guiding principles that
ownership (TCO). increase the odds of a successful implementation.
The primary question that decision makers often When ERP Package Selection
face is whether to develop a custom solution or
Goes Wrong
implement a packaged solution. While there are
complex and unique business scenarios that merit Selecting an inappropriate ERP package can
the development of custom solutions, most orga- result in a plethora of problems. An ERP system
nizations will benefit from a packaged enterprise that is not a right fit tends to weigh down the
systems solution for various reasons: entire organization. There is the tendency on the
part of people to generate alternative manual
• Shorter implementation timelines. approaches and work around ERP system ineffi-
cognizant 20-20 insights | november 2012
2. The Outcome of Bad ERP Selection
System Costly upgrades.Excessive
customization.
Inefficient processes. Process
Lack of system support
for key processes.
Inaccurate reporting Demotivated employees.
People
information. Lack of staff adoption.
Takes longer to execute
the same processes.
Figure 1
ciencies. This can compromise security and audit tional strategy, reduce costs and improve pro-
requirements and have a debilitating effect on ductivity. An Aberdeen group study estimated
employee morale. that best-in-class ERP implementations reduced
inventory by as much as 22% and operating costs
The financial consequence of selecting a wrong by as much as 20%.1 Figure 2 provides a snapshot
ERP is significant. There are examples of manu- of benefits of a successful ERP implementation
facturers spending substantial amounts of time based on a 2011 Aberdeen report.
and money on ERP implementations only to
realize that a different ERP system would have Why ERP Selection Is Difficult
been a better fit. The ERP software space is crowded with multiple
vendors and represents a worldwide market size
Figure 1 provides a snapshot of key issues
of more than $45 billion in annual revenue.
associated with selecting the wrong ERP package.
What makes it even more complicated for an orga-
Benefits of Getting It Right
nization evaluating ERP options is that there is a
On the brighter side, there are benefits of getting shift in the ERP market itself. Forrester reports
it right. When implemented effectively, ERP can three key trends shaping the ERP market:2
improve alignment of processes with organiza-
ERP Implementation Benefits
Improvement in complete
and on-time shipments
Improvement in internal
schedule compliance
Reduction in inventory
Reduction in adminstrative costs
Reduction in operating costs
0% 5% 10% 15% 20% 25%
Laggard Industry Average Best in Class
Source: Aberdeen Group, “ERP Selection: Starting out on the right foot,” August 2011.
Figure 2
cognizant 20-20 insights 2
3. • More choice in how to consume ERP apps — Key Guiding Principles for
e.g., hosting, partner hosting or pure software ERP Package Selection
as a service (SaaS).
The following sections of this paper offer a unique
• Increased flexibility in tailoring ERP apps by perspective gained from assisting multiple orga-
incorporating graphical workflow/business nizations to select ERP packages across different
process management tools. industries facing various business imperatives.
While every package evaluation is unique, what
• More access to data held in ERP apps by making follows are key guiding principles buyers should
these apps user-friendly and adding advanced
analytics capabilities. consider to bolster ERP package selection success
(see Figure 3 for a consolidated view).
These developments mean a mind-boggling
amount of choice for the ERP buyer. ERP package
• Combine package selection with business
transformation. When asked in an Aberdeen
selectors now grapple with issues such as:
Group survey about the top reasons for
• How to evaluate packages? replacing the current system with an ERP
system, respondents revealed some clear
• What selection criteria should be used? trends.3 All companies were concerned about
• How to ensure the ERP product complements “feature fit,” with well over half of all companies
the organizational business strategy? listing this as a top reason for system replace-
• What is more important to assess – process ment. The second most common reason was
breadth or depth? the need for “technology modernization.”
• How to minimize the impact of change on the Given this background, it is easy for companies
ground staff and ensure business as usual to fall into the trap of treating package selection
continues? as a “technology” project. By doing so, we
believe, organizations miss a great opportu-
• How to manage change? nity to transform their business processes.
• How to ensure the project stays within the Organizations that base the package selection
overall budget? exercise on proposed future-state processes
• How best to approach the executive decision — incorporating process improvements, rather
committee with a proposal for the new ERP than current-state processes — are better
package? positioned to reap maximum benefits from an
ERP implementation. In addition, by realizing
that technology is a means to a business
“end,” companies increase the odds that the
Guiding Principles for ERP ERP implementation will not only address
Package Selection true business needs but will gain greater user
acceptance within the organization.
A critical question to ask before selecting an
1
Combine ERP system is “What is my organization’s
package selection strategic motivation for the ERP project?” As
with business
6 transformation 2 previously mentioned, most ERP initiatives
Don’t boil
tend to be driven by either business or IT moti-
Lifecycle TCO the ocean vations. If the strategic motivation stems from
7
process or organization issues, and not just IT
Business case
concerns, this more comprehensive approach
along with package
5 selection 3 to package evaluation will greatly benefit the
Establish what organization. Also, it is imperative to define a
See, touch makes your
and feel the business case to quantify the cost benefits of
organization
solution 4
different implementing an ERP system.
Usability is
important too! • Don’t boil the ocean. When embarking upon
a package selection process, it is tempting
to consider a wide array of packages for the
baseline list. Apart from more than a dozen
mainstream ERP packages, there are numerous
Figure 3 industry-specific variants.
cognizant 20-20 insights 3
4. Shortlisting more than four or five ERP sarily support the organization’s most critical
solutions for detailed analysis, however, has processes.
the adverse effect of reducing the focus on We recommend that an organization make a
specific package functionality. Selecting a list of all critical processes that differentiate
package based on a high-level assessment itself from its competitors (e.g., mixed model
might result in a wrong ERP package selected planning for an automotive manufacturer, or
and configured. timber processing for a wholesale building
We recommend that package selection teams material distributor). A detailed analysis of
conduct a preliminary exercise to determine these processes and their associated require-
a few key ERP vendor candidates for in-depth ments will ensure that the package evaluation
consideration. To determine this baseline list, is done on the basis of processes that are most
consider the following: critical to the organization.
>> Industry fit: Do you have unique require- While the process of identifying critical
ments? Are you weighing generic ERP vs. processes for an organization needs to be
industry-specific packages? Do the vendors tailored to each organization, there are some
have reference customers of the same size common starting points. If the organization
as you are? has documented business processes in a past
study, this can be used as a starting point
>> Core strengths: What are your core
for the list of processes. If processes have
strengths? How best can you enable these
never been documented in the past, industry
via the ERP package? Does the package
standard process frameworks like APQC4 and
complement your production and delivery
SCOR5 can be useful for creating a base list of
systems (i.e., made to order or made to
critical business processes.
stock)?
In addition to the above, several other factors
>> Industry norms: What ERP packages are
need to be considered in ensuring that the ERP
generally popular within your industry?
has the proper “fit.” These include:
>> Vendor sustainability: Does your organiza-
tion have an existing relationship with the >> Ability to reskill existing staff, if needed.
vendor? If not, can one be created? >> Process maturity.
• Establish what makes your organiza- >> Aversion to change within the organization.
tion different. It is easy to fall into the trap
of evaluating potential solutions based on
>> History of past ERP successes/failures.
organization-wide processes. This approach • Usability is important too! It has been
has two issues associated with it; one, the documented in surveys that manufacturing pro-
effort involved in evaluating solutions is much fessionals don’t view enterprise applications as
greater, and two, the solution might not neces- very easy or intuitive to use (see Figure 4).
ERP Usability Assessment
Percent of survey respondents
Very easy and intuitive10%
Difficult to use
10% Somewhat easy for
straightforward tasks
53% 37%
Source: Usability and Agility of ERP Solutions, IFS North America.
Figure 4
cognizant 20-20 insights 4
5. Only 10% agree that when dealing with individual — sufficient focus must be given
complex business issues, enterprise applica- to usability.
tions are very easy and intuitive. Another 37%
say enterprise applications are somewhat easy
>> Place of application: The same business
functionality may require different usability
for straightforward tasks but more difficult for requirements based on the place of applica-
advanced usage. The other half of respondents tion (e.g., entering a sales order across the
views enterprise applications as being difficult counter vs. creating an order while stand-
to use.6 ing in the yard).
It should be clear then that the evaluation
process for ERP systems must consider
• See, touch and feel the solution. It is not
sufficient for organizations to just analyze
usability as a critical success factor. In order to software solution brochures or obtain a
assess the usability of a system, the organiza- high-level assessment of requirements by
tion should set various evaluation parameters the vendor. It is important that the vendors
based on factors such as: participating in the evaluation are able to
>> Ease of use and intuitiveness: Transac- present their capabilities in these required
tions should be designed to lead the user areas. Ideally, vendors must be provided with
through a procedural flow — prompting for sample scenarios based on real-life situations,
data entry rather than relying on the user to present their capabilities. ERP package
to know that data entry is required. vendors should be asked to demonstrate these
scenarios through demos/workshops. These
>> Common navigation techniques: Use of
demos should be assessed by a cross-function-
mouse-independent support with configu-
al team of IT and business experts.
rable function and navigation keys.
While such an assessment requires investment
>> Access to information: Ability to display
in the form of time and money, this is insig-
relevant information supporting the type of
nificant compared with the business costs and
transaction on-screen and the availability
risks of getting it wrong!
of options to drill down into granular levels
of detail on demand. • Lifecycle TCO. A Harvard Business Review
study of budgets of 1471 enterprise system
>> Coherence: Coherent look and feel across projects found that the average cost overrun
various areas/modules within an ERP. For
was 27%.7
example, similar screens for sales and pur-
chasing that enable consistency between This underscores the importance of estimating
functions. costs when selecting an ERP package. The
evaluation process must result in quantifiable
>> Customizability: Flexibility to customize
and comparable measures. The assessment
content and flow to suit varying business
process should evaluate the fit of each
scenarios without having to interfere with
vendor’s solution to functional requirements
the core software product.
and usability parameters and translate the
Other aspects that require consideration while same into effort required and associated with
evaluating usability are: monetary value. A dipstick assessment of the
>> End-user profile: The needs of an IT staff vendor’s analysis of the effort by evaluating
member will be very different from that of demonstration scenarios is recommended. This
a sales till operator. will help in determining whether the vendor’s
evaluation is over- or underestimated so
>> Size of user base: If the user base is small, it necessary corrections can be made.
might be possible to train the users in a more
complex system without compromising the The total cost calculation must include
overall benefit of the implementation. parameters such as:
>> Frequency of use: Usability will not pose as >> Hardware cost.
significant a factor when a sparingly used
>> Software cost.
application is concerned.
>> Licensing cost (both hardware and soft-
>> Business criticality: In the case of very ware).
business critical functions, even if an appli-
cation may be sparingly used — by, say, one >> Training and change management cost.
cognizant 20-20 insights 5
6. >> Cost of allocation of internal resources. as the solution can be adapted, there is merit to
proceeding with an implementation. Outlining the
>> Cost due to business disruption (e.g., days vision needs to be followed by effective execution
or hours of stoppage, loss of trade due to to ensure organizational goals are met.
implementation, etc.).
>> Application management costs. • Envision: Outlining the vision of success. It
is critical to identify baseline parameters to
>> Integration costs. be used as success measurement criteria post
Costs should also be split into one-time and implementation. This is especially important
recurring costs. Recurring costs must be in large, multisite ERP implementations where
calculated for the expected usable life of the there is scope for fine-tuning future rollouts
software. based on measurements of success.
• Business case along with package selection. According to the previously cited Aberdeen
In 2011, Ingram Micro, a distributor of systems report, best-in-class companies are almost
hardware and software, reported two con- twice as likely as other companies to use quan-
secutive quarters of profit shortfalls which it tifiable benefits to measure an ERP implemen-
blamed on problems incurred during an ERP tation.8 Those same companies are also more
implementation in Australia. There are other likely to measure a return on investment on an
instances of ERP implementations not yielding ERP system.
expected results. Most of these problems
• Measure: Benchmark and measure KPIs.
indicate a failure in identifying the associated Once the success measurement criteria have
costs and the potential benefits from an ERP been defined, it is recommended that orga-
implementation. nizations keep track of KPIs that may be
Two fundamental approaches can be used to impacted when the system goes live and have
create a business case for ERP — qualitative a measurement process to ensure that success
and quantitative assessment. These represent is reported. If the impact on metrics is above
the two ends of a spectrum. or below expectation, then corrective action
Qualitative assessments are should be taken. For instance, if the goal of an
Considering the usually based on instincts organization is inventory reduction, corrective
complexity involved and gut feel, whereas quan- action might be needed in other areas that
influence inventory management (e.g., better
in selecting ERP titative assessments are
methodical and based on supplier relationships for achieving lead time
solutions, it is not available data. While the reduction that would reduce safety stocks).
surprising that former approach can be KPIs measured should include business and
many ERP selection conducted quickly processes,
a larger scope of
and cover technology gauges from a customer and
internal perspective. Examples on the cus-
decisions are stalled the latter will provide greater tomer-facing side include perfect order fulfill-
for want of more insight into actual benefits. It ment, delivery lead times and customer satis-
information. is a good practice to use both
approaches as a filtering
faction scores. Internal KPIs include metrics
such as inventory days, total supply chain
process, starting with qualita- management cost and outbound logistics costs
tive assessment and then proceeding towards — all of which provide great perspective on how
quantitative assessment for a select few areas the ERP implementation impacts organiza-
that are deemed high benefit. tional efficiency. On the technology side, imple-
Envision, Measure and Execute mentation costs, AMC, number of resources
supporting niche technologies, etc. are useful
Taking a strategic view of the package evaluation
to measure costs and risks.
engagement is a prerequisite to achieving the
desired results from such an exercise. • Execute: There is a cost to not doing
anything! Considering the complexity involved
This means outlining the vision of success for an in selecting ERP solutions, it is not surprising
ERP during the package evaluation exercise and that many ERP selection decisions are stalled
realizing that things can never be perfect. As long for want of more information.
cognizant 20-20 insights 6