Dealing with resistant vendors in ERP transitions. Are you prepared to navigate their reluctance effectively?

It's so important to remember that vendors play a critical role in the success of an ERP transition. By taking the time to understand their concerns and communicating transparently, we not only build trust but also create a more resilient and adaptable partnership. Have you found any particular strategies or communication techniques especially effective in easing vendor concerns during these transitions?

In my years of experience, there is always a resistance force amongst the external stakeholders , "Change is hard because people overestimate the value of what they have and underestimate the value of what they may gain by giving that up". So most times in managing their concerns, you observe and seed out the employees with influence. Dialogue with them and try to address all questions. Then they can easily bring down the guards the resistant force might try to bring up during project meetings and then open up their minds to be convinced that the solution would be a perfect fit.

To determine your path, start by discussing your priorities and challenges with your stakeholders and technology partners.Conversation should include a wide range of viewpoints, including input from system experts, functional users, organization leaders, and IT staff.

Effectivement, cet élément est extrêmement important à prendre en compte. Il est impératif de faire état de beaucoup de pédagogie: - Analyse des besoins réels - Analyse de ce qui est pré-existant - Analyse des fichiers à plat et des connections EDI Il faudra expliquer les bienfaits du changement, mais aussi, sans s'appesantir, les difficultés éventuelles.

Safety Bad stories spread easily, good stories encounter obstacles. When there is resistance from a supplier, it is because someone told a bad or sad story. Therefore, when talking to the supplier, convey safety, tell and present solid cases of successful implementation. Be clear and objective.

Navigating vendor resistance in ERP transitions is a chance to foster stronger partnerships. I begin by understanding their concerns and providing tailored solutions. Early involvement and clear communication transform vendors into active participants, ensuring alignment with their goals. Comprehensive training and dedicated support empower them, while strategic negotiation and phased rollouts make the transition appealing and manageable. Engaging senior leadership and creating a continuous feedback loop further ensures smooth collaboration, turning resistance into a pathway for mutual success.

Dialogues Build Bridges Listen, listen and talk. Pay attention to the details, in these cases any communication failure is crucial to the failure of the project. Therefore, establish an open dialogue and work carefully on solutions. And when you are confident, present the solutions. Remember to create a bridge of trust.

Il faudra évidemment mettre en place des sessions de tests, et vérifier que tous aient accès. De préférence une session par fournisseur, afin que les problèmes de l'un n'influencent pas les autres... Il faudra prendre soin également d'être à l'écoute des inquiétudes et demandes d'améliorations afin d'obtenir de tous, une adhésion au projet.

Une fois que les spécifications des échanges auront été établies, les connexions testées et les éventuelles améliorations d'une part et d'autre effectuées, rien de tel qu'un scénario de test complexe qui servira à prouver à chaque partie les bienfaits du changement, ou à détecter le chemin restant à parcourir. Il est par ailleurs extrêmement utile de se faire aider afin d'avoir à disposition un chef de projet dédié et des équipes disposant de temps, les interfaces sont généralement gros consommateurs de ressources !

Show the Results The best advertising is word of mouth. If you have success stories, present them, and if possible, bring your partner to talk. If it is your first project, be sure of all the features and possible problems that may arise; always be clear and transparent.

La ma?trise : tout est là ! Il faudra, pour pouvoir apporter une aide et une formation efficace à notre client, être en parfaite compréhension des différentes interfaces et être capables de détecter, et apprendre à détecter au client, les quelques particularités qui pourraient interrompre un flux, et savoir comment le gérer manuellement, ce qui arrive pratiquement toujours !

Always Be Prepared Your team must be prepared, not just the technical staff but especially the pre-sales team. I always recommend that there be biweekly knowledge meetings with the technical team. In other words, the technical team shares experiences, gains and learnings. This information will be input for the sales team.

Sans aborder la stratégie de l'obligation imposée par notre client et qui impose sans discussion possible au fournisseur l'évolution, encore une fois la diplomatie et la pédagogie seront les meilleurs atouts pour mener à bien ce type de projet. En n'oubliant pas le facteur temps : vouloir aller trop vite, sans analyser tous les scenarii possibles, c'est aller au casse-pipe. Il faudra partager également ce principe de base !

Strategy Dialogues The more the team talks, the more ideas emerge. These ideas become sales tools and even implementation strategies. The technical team can present cases of particularities that arose in an implementation, for example. In short, work on the strategies with the team.