The document discusses the modern ERP landscape, highlighting the importance of identifying ERP-related problems, the value of ERP systems, and strategies for successful implementation. It outlines symptoms of ERP issues, the evolving nature of ERP solutions towards flexible ecosystems, and key characteristics to consider in ERP systems, including user interface and reporting capabilities. Additionally, it emphasizes the critical role of change management, user experience, and independent program management in achieving effective ERP solutions.

1. The Modern ERP Landscape
Pres ent ed by :
Smija Simon and St ev e R onan
December 1, 2020

2. Strategy & Business Transformation Team
Speakers
Principal, Leader of the Strategy &
Business Transformation and Business
Process Outsourcing Practices
sronan@citrincooperman.com
Steve Ronan
Manager, Strategy & Business
Transformation Practice
ssimon@citrincooperman.com
Smija Simon

3. Today’s Agenda
Ab o u t U s 5 mins
ER P Sp eed R evi ew
• Id e n ti f y i n g E R P r e l a te d p r o b l e m s
• Va l u e o f E R P
• C h a n g i n g y o u r m i n d s e t - e c o s y s te m s
• C h o o s i n g y o u r ti e r
• K e y s to s u c c e s s
• B e n e f i ts o f a n i n d e p e n d e n t E R P s e l e c ti o n p a r tn e r
Yo u r Qu esti o n s
45 mins
10 mins

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

5. Symptoms of ERP related problems
No standard way for
reporting metrics.
Unorganized data
and reports. No
current dashboards.
Redundant and
manual data entry.
No existing CRM
system. No full
project repository.
No way to track
opportunities with
existing clients.
Information is disparate
and segregated. No data
integration between
systems across the firm.
Inefficient processes.
Current systems
have limitations that
cannot
accommodate
growth.
No visibility into real
time information.
Current systems are
not available on
mobile devices.

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

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

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

9. Ad-hoc ecosystems are often a
result of process inefficiencies

10. Store and access information
in a single place, while data
can be kept consistent and up
to date
“One pane of glass”
“Single source of truth”
Integrated
Information
Eliminate repetitive
processes and reduced the
need to enter manual
information
Efficiency
Make reporting easier and
more customizable, allowing
your company to use data
more flexibly in more places
Reporting &
Analytics
Streamline customer service
by providing sales and
customer service teams with
faster and more accurate
access to customer info
Customer
Service
Benefits of a strong ERP platform
Centralize user access and
move to role-based access
to data and transactions
Security

11. What do the user interfaces look like now?
Generation
1
Generation
2
Generation
Now

12. What attributes should you
look for in an ERP system?
Modern and intuitive interface
Workflow capabilities
Alerts and work queues
Mobile tools
Flexible reporting
Automation capabilities
“Number of clicks”
Data transparency – “one pane of
glass”
Open architecture – integration
framework
Flexible to add fields without
customizing the application

13. ERP vendors are split into “tiers”
Tier I Tier II Tier III
ClientAnnual
Revenue
>$500M $15M - $500M < $15M
Examples
• SAP S/4/HANA
• Oracle Cloud
• Microsoft Dynamics
• NetSuite
• Epicor
• Infor
• Microsoft Dynamics Business
Central
• Sage 50
• JDA
• Openbravo
ERP Characteristics Addresses multiple industries and
scalability. Used for complex, large
businesses that have many
departments, often global locations,
high transactional loads, and many
unique requirements
Targeted at mid-sized companies who
require multiple business units,
locations, etc. to manage and need
flexibility with their business processes
Often industry-specific solutions and
made to handle less complexity and
transactional load than larger systems
Niche functionality, made for simple
businesses or just a core function (e.g.
finance) can also supplement larger
ERP systems.
13

14. We are an independent selection and
program management partner
Driven by Strategy &
Transformation
• Align the strategic
directionof the company
with the operational and
system changes you
need to make
• Understand how
changes to underlying
systems can address
current pain points
• Use the ERP system to
drive efficiencyand
transparency across the
business
Design-level of Detail
• Pull process
improvement
discussionsinto
selection
• Focus on how the
system will help improve
the business
• Assets are reusable for
implementation
Incorporates Software
& Implementation
• The right software is
only part of the equation,
the implementationis
what will create a
successfulsolution
• Systems Integrators
(SIs)are most oftenwho
performsthe
implementation
• Our process
incorporates the
selectionof both the
software and the SI
Independence
• No vendor alignment
• No commissions
• No hands-to-keyboard
implementationstaff to
keep busy

15. Program Management
as a Service
Typically if no internal resources are available within the business to drive,
then we supplement that rigorous PMO capability for our clients
When the project is complex in nature with multiple vendors to coordinate
as part of the implementation, we would be involved with integrated project
management, and delivery coordination across parties
Limited internal capacity
Complex implementations
Project management is not a role that is often required on an ongoing
basis for a business, so filling the role on a fractional basis through us for
the duration of an implementation is often a practical way to gain access
to skills and expertise to drive the implementation
A role that is temporary in nature

16. Align transformation to value and perform a formal selection process
Strategy and Value
Keys to
ERP success
Focus on change management
Change Management
Think about security and risk – where you are and where you need to be
Security and Risks
Prioritize the user experience
User Experience
Project Management
Prioritize the user experience

17. Questions?

18. Thank You
For Watching & Listening