The document outlines a webinar on preparing for ERP implementation, emphasizing nine steps to minimize mistakes and maximize return on investment. It includes insights from Jeff Carr, an expert with over 40 years in ERP and manufacturing, and discusses best practices, case studies, and common pitfalls in ERP projects. The presentation structure includes an overview, historical case studies, industry facts, and a detailed journey for successful ERP implementation.

1. Preparing for ERP?
9 Steps to Minimizing Mistakes
and Maximizing ROI
W E B I N A R S E R I E S
T E A M W I T H T O D R I V E
B U S I N E S S P E R F O R M A N C E I M P R O V E M E N T S

2. Today’s Agenda
 Ultra Overview
 Introduction
 A Story
 Industry Facts
 The Journey
 Best Practices
 Q&A

3. Presentation Guidelines
 Phones are muted.
 Q&A at end, last 5-10 minutes
 Please ask questions through WebEx Q&A.
 Other communications through WebEx Chat.
 Use ‘Raise Hand’ if you’d like to ask a question directly.
 Look to the right of your screen for a grey box with + or – to
maximize or minimize your screen.

4. Today’s Presenter
Ultra Consultants Confidential
Jeff has OVER 40 YEARS OF EXPERIENCE in manufacturing and technology and is a leading expert on ERP vendors and ERP best practices.
JEFF CARR
C H I E F E X E C U T I V E O F F I C E R , U L T R A C O N S U L T A N T S
 CEO of 3 different Software
Vendors: ERP “Best Seller”
 Founded Ultra in 1994
 Extensive vertical industry
experience: distribution and
manufacturing
 Served over 1200
manufacturing and distribution
organizations
 Author of industry leading ERP
and BPI blogs

5. ULTRA CONSULTANTS
AN OVERVIEW OF

6. O ver 3 0 0 S u c c essfu l Projec ts
100% Focused on Manufacturing and
Distrib u tion
Head q u artered in Ch icago with Clients
Th rou g h ou t North A merica
Ultra’s Focus as a Valued Partner
Industrial
Equipment
20%
Other
19%
Consumer
Goods
12%
Industrial
Supplies
12%
Food &
Beverage
8%
Automotive
7%
Chemical
7%
Distribution
5%
Electronics
5%
Medical
5%
Clients by Industr y
Fou n d ed in 1 9 9 4
Under $50M
35%
$50M-$200M
33%
Over $200M
32%
Clients by S ize

7. Areas of Expertise
Business Process
Improvement
Technology
Selection
Solution
Implementation
Business
Transformation
BEST PRACTICES BUSINESS TRANSFORMATION LIFECYCLE

8. Your Independent Guide Through
the ERP Landscape
1 0 0 % Ven d or In d ep en d ent
4 0 + Ven d or Relation sh ips
2 0 + Ven d ors S elec ted & Man aged
?

9. INTRODUCTION
Preparing for ERP?
9 Points to Minimize Project Mistakes and Maximize ROI

10. Introduction
 Half of ERP initiatives fail to achieve expectations.
 What problems cause this failure?
 What are the best practices that help avoidance?
 First…a story…

11. A STORY
Preparing for ERP?
9 Points to Minimize Project Mistakes and Maximize ROI

12. A Story
 Background • Mid-market manufacturer and distributor industrial supplies
• Mixed mode manufacturing
• Legacy ERP

13. A Story
 Background
 History 2006 Selected a new system (popular mid-market ERP for MTO)
2007-09 Worked on implementation; Many customizations
2009 Economic downturn, project on hold
2010 Project re-started; Legacy ERP retained for manufacturing
2012 Started conf. room pilots; Major failures revealed in CRP 5
Looked for consultant: Will it fit? Yes it will!
Searched for implementation partner, hired one
2013 New team of analysts to work with implementation partner
Ran into data conversion issues
2015 Stopped project to understand lessons learned

14. A Story
 Background
 History
 Key Decisions • 2010: Decision made that Manufacturing would stay in
M2Kbecause the system worked fine for them
• A partner was selected for implementation help

15. A Story
 Background
 History
 Key Decisions
 Lessons Learned
• Anonymous survey conducted to inform on team perspectives
• 53 responses
0 2 4 6 8 10 12 14 16 18
Executive oversight
Future State Vision - defined and committed
Lack of openness
Managing change
Project Management
Staffing
We chose the wrong product
Pareto of Failure Reason Codes
As reported by client staff in an anonymous survey

16. A Story
 Background
 History
 Key Decisions
 Lessons Learned
 Project execution:
Project Execution
Project Goals
· Strategy was clearly stated at first
· Lack of consensus on vision of the future
· Confusion on whether IT or business transformation
· Departments siloed in three different directions
· Lack of understanding the critical path
· Lack of agreed measures for success
· Milestones more than 6-9 months apart
Project Governance
· Large Steering Committee with loose governance
· Adopted vendor’s standard methodology at first
· Lack of transparency in project status
· Acceptance of cultural status quo
· Data cleansing and load efforts underestimated
· Late in understanding that alignment was missed
· Overall project discipline was loose
· Did not enforce corporate values
Project Staffing
· PM with limited exposure to PMI/Prince2
· Staff with limited expertise in ERP projects
· Core team not allocated full time, backfill gap
· BSA role transformed from Functional Rep to IT Rep
· Late deployment of change agents
· Not enough change agents, less than critical mass
· Managers represented activities w/o expertise
Project Methodology
· Adopted vendor standard methodology first
· Initiate phase was not executed
· Project team alignment missed
· Excessive customization due to conflicting goals
· Lack of alignment of business processes
· Wrong methodology used for data cleansing
· Wrong tools used for data load
· Missing Organizational Change Management
· Missing Risk Management

17. A Story
 Background
 History
 Key Decisions
 Lessons Learned
 Software:
Software
Performance
· Customization tools/controls
· Sales Order Entry too slow
· Performance integrity compromised by enhancements
· Scalability
· Insite Software
· Progress layer
Functional Fit
· Selection gaps noted; Driven by migration
· International wholesale distribution requirements not
supported
· Leverage MRP for material planning
· FIFO needs
· Cross-platform integration
· Built new system without changing to best practices
· Regulated product
Data Migration
· Data cleansing methodology flawed
· System response time
· Velocity data load
· Data integrity
· Data migration tools for ETL

18. A Story
 Background
 History
 Key Decisions
 Lessons Learned
 Culture:
Culture
Leadership
· Inconsistency: Some diligent, some not
· Relaxed oversight by steering committee
· Company politics
· Core values not reflected in leadership
· IT project – entire team not engaged
· Vendor not on steering team
Communication
· Worked in silos
· Highlighting issues publically
· Confrontation issues/corridor talks
· Interdepartmental communication
· Consultants didn t object enough
Accountability
· Anyone can change software w/o consequence
· No repercussions for lack of delivery
· Client always knows better
· Didn’t use consultants effectively
Vision
· Project vision = replace legacy with new ERP, not
business transformation or even best practices
· More familiar with custom code
· Company values not upheld
· Project vision not uniformly internalized (replicate or
change)
· Entire team not engaged

19. INDUSTRY FACTS
Preparing for ERP?
9 Points to Minimize Project Mistakes and Maximize ROI

20. Industry Facts
• Ultra survey
– What education, if any, does your
organization need before starting an ERP
project?
Select questions and responses from Ultra
Consultants survey:
Q: What education, if any, does your
organization need before starting an ERP
project?

21. Industry Facts
Select questions and responses from Ultra
Consultants survey:
Q: What education, if any, does your
organization need before starting an ERP
project?
Q: Overall, how satisfied are you with the
ability of your Enterprise Resource
Planning (ERP) software to meet your
organization's needs?

22. Industry Facts
Select questions and responses from Ultra
Consultants survey:
Q: What education, if any, does your
organization need before starting an ERP
project?
Q: Overall, how satisfied are you with the
ability of your Enterprise Resource
Planning (ERP) software to meet your
organization's needs?
Q: What improvements are you seeking
with new ERP software?

23. Industry Facts
 Gartner research for 2016
 Software • Global spend:
• 2016: $332 billion
• 2017: $357 billion

24. Industry Facts
 Gartner research for 2016
 Software
 IT Services • Global spend:
• 2016: $3.4 trillion
• 2017: $3.5 trillion

25. Industry Facts
 Gartner research for 2016
 Software
 IT Services
 CIOs • Need do drive digital ecosystem
• Every organization needs a digital platform strategy
• CIOs and IT leaders need to pledge to themselves to develop
their "beginner’s mind", and rely less on outdated best
practices.

26. Industry Facts
 Gartner research for 2016
 Software
 IT Services
 CIOs
 CEOs
• 50% of CEOs expect their industries to be substantially or
unrecognizably transformed by digital
• CEOs seem to be concerned about improving customer service,
relationship and satisfaction levels.
• More and more CEOs are choosing to head up digital change in
their business.
• "One explanation for CEOs' optimistic attitude toward digital
change may be because they can see how it helps with the
product innovations that matter to customers.”

27. Industry Facts
 Gartner research for 2016
 Software
 IT Services
 CIOs
 CEOs
 Cloud
• An integral part of IT.
• A critical component in the move to digital business.
• Now to the point where it is an expected approach to IT.

28. THE JOURNEY
Preparing for ERP?
9 Points to Minimize Project Mistakes and Maximize ROI

29. The Journey
 Genesis • Talk
• Identify pain - how bad is it?
• Identify options
• Costs - external and internal
• Benefits
• What is completion doing?
• Is this a top initiative?
• Executive buy in

30. The Journey
 Genesis
 Organize and Prepare • Team - internal and external
• Governance
• Plan - who, what, when
• Get educated

31. The Journey
 Genesis
 Organize and Prepare
 Define Goals/Needs • Current State
• Best Practices
• Future State
• Business Case - Value Statements
• Project Charter
• Transformation Roadmap

32. The Journey
 Genesis
 Organize and Prepare
 Define Goals/Needs
 Identify Solutions • Industry focus
• Customers in your industry
• Evaluation criteria

33. The Journey
 Genesis
 Organize and Prepare
 Define Goals/Needs
 Identify Solutions
 Evaluate Solutions
• Interviews
• Demonstration
• Vendor due diligence
• Negotiations
• Prototype
• Technology
• Company
• Agility - ecosystem
• Implementation partner

34. The Journey
 Genesis
 Organize and Prepare
 Define Goals/Needs
 Identify Solutions
 Evaluate Solutions
 Partner with Vendor • Build relationships
• Management commitment - both ways
• Get involved with your vendor

35. The Journey
 Genesis
 Organize and Prepare
 Define Goals/Needs
 Identify Solutions
 Evaluate Solutions
 Partner with Vendor
 Implementation • Need comprehensive plan
• Understand your responsibilities
• Over reliance on vendor and their expectations

36. The Journey
 Genesis
 Organize and Prepare
 Define Goals/Needs
 Identify Solutions
 Evaluate Solutions
 Partner with Vendor
 Implementation
 Business Transformation • Value statements
• Value projects
• Success – document and communicate

37. BEST PRACTICES
Preparing for ERP?
9 Points to Minimize Project Mistakes and Maximize ROI

38. Best Practices
Success
Governance
Team
Software
Implementation
Executive Alignment
Steering Committee
Project Management
Risk Management
Organization Change
Management
Project Charter
Industry Focus
Industry References
Function Fit
Future State Vision
Established Process Owners
Resource Plan
Application Literacy
Best Practices Knowledge
Test Plan
Educate Plan
Data Migration
Ownership
Right ERP Partners Customization Plan
Communication
Identify Change
Educate
Benefits Realization
Manage Change
Value Statements
Validate
Analyze
Confirm
Enable/Mature

39. Best Practices
 Governance • Executive Alignment
• Steering Committee
• Project Management
• Risk Management
• Project Charter

40. Best Practices
 Governance
 Team • Established Process Owners
• Resource Plan
• Application Literacy
• Best Practice Knowledge
• Right ERP Partners

41. Best Practices
 Governance
 Team
 Software • Industry Focus
• Industry References
• Function Fit
• Future State Vision

42. Best Practices
 Governance
 Team
 Software
 Implementation • Test Plan
• Educate Plan
• Data Migration Plan
• Customization Plan

43. Best Practices
 Governance
 Team
 Software
 Implementation
 Organization Change Mgmt • Manage Change
• Educate
• Identify Change
• Communication

44. Best Practices
 Governance
 Team
 Software
 Implementation
 Organization Change Mgmt
 Benefits Realization • Value Statements
• Validate
• Analyze
• Confirm
• Enable /Mature

45. Best Practices
 Governance
 Team
 Software
 Implementation
 Organization Change Mgmt
 Benefits Realization
 Success
• Examples
• Inventory
• Productivity
• Customer satisfaction - speed
• Quoting
• Production agility
• Cost of quality

46. ADDITIONAL RESOURCES
Preparing for ERP?
9 Points to Minimize Project Mistakes and Maximize ROI

47. Additional Resources – Ultra Education
 Library of informative white papers
 Case study success stories
 Monthly Industry Webinar Series
 Lunch & Learn Industry Insights
 OnDemand Webinars
ultraconsultants.com/erp-education/
Make to Order Manufacturing Webinar Series
 September 12th – 14th Daily at 1pm CDT
UPCOMING EVENTS ultraconsultants.com//events/
EXPERT INSIGHTS
ERP Health Check – Is Your Business at Risk?
 September 21st at 1pm CDT
SME - Smart Manufacturing Event
Ultra President, Jeff Carr to Speak on ‘Real-World
Scenarios in Transformation’
 September 13th in Los Angeles, CA
Cloud Webinar Series
 October 24th – 26th Daily at 1pm CDT

48. Contact Information
DYLAN HOWARD
Business Development
Manager at Ultra
dhoward@ultraconsultants.com
4 8 0 - 5 2 5 - 6 1 8 6
KRISTEN RENDA
Marketing Program
Lead at Ultra
4 1 9 - 3 4 9 - 7 0 3 1
krenda@ultraconsultants.com

49. QUESTIONS?
Preparing for ERP?
9 Points to Minimize Project Mistakes and Maximize ROI

50. Thank You!
W E B I N A R S E R I E S
T E A M W I T H T O D R I V E
B U S I N E S S P E R F O R M A N C E I M P R O V E M E N T S