Your company faces unnecessary ERP features and rising costs. How will you navigate this licensing dilemma?

Auditar ajudará a detectar áreas onde os custos podem ser reduzidos sem comprometer a eficiência. Ao revisar os dados de uso, podemos renegociar contratos de licenciamento para refletir melhor nossas necessidades reais. Implementar essas auditorias garante que estamos obtendo o máximo valor possível dos nossos investimentos em software.

To tackle unnecessary ERP features and rising costs, start by auditing how your company uses the ERP system. identify which features are essential and which are rarely used. this helps determine what can be cut to reduce expenses. by understanding actual usage, you can negotiate a more tailored licensing agreement that fits your needs, eliminating unnecessary features and lowering costs. this ensures you're only paying for what you truly use and need.

Review progress periodically and allow the Users to pitch in with their feed back and accommodate changes without deliberation if you are convinced , will add value to the process

Im my experience it's importanto to assess the process flow management and the responsibilities assigned to people. One could find out that many licenses or features are not used at all as well as other features are not active and are substituted by external ICT tools (often not integrated to the ERP). The assessment must clear the criticalities of the activities managed and the goal is to reengineer a new process designed on the strict requirement of the business. The outcome is the list of features required that become the basement the ERP partner can build the sw parameter configuration on.

Avaliar os termos e condi??es atuais pode revelar oportunidades de renegocia??o que melhor se alinham às nossas necessidades e or?amento. Verificaremos se há op??es de escalonamento ou desativa??o de recursos que n?o est?o sendo utilizados. Com uma revis?o detalhada, podemos otimizar os contratos para reduzir os custos e melhorar a eficiência do sistema.

S?o atividades fundamentais: Avaliar a funcionalidade de cada módulo para identificar aqueles que n?o s?o utilizados e desativá-los ou ajustá-los conforme necessário. Buscar alternativas mais econ?micas que atendam às mesmas necessidades sem sacrificar a qualidade do servi?o. Implementar um monitoramento contínuo para assegurar que o sistema permane?a alinhado com os objetivos da empresa e se adaptar às mudan?as.

The ERP System is a strategic organizational leverage but, often, its deployment responsibility is assigned to the ICT department. This is a fundamental project, and the Planning Process Owner is supposed to be the accountable. The project deployment needs leadership skills that go far beyond the technical setup (HWs, Memory, ..., network band width). External skills are often preferred, especially the expertise of a management consultant that has a clear view of the balance among: * Business needs (i.e. material management, planning models, ..., scheduling features) * Technical specs * Personnel training on features introduced (both management and technical POV) * Vendors mediation among new features implementation and process semplicity

Training is not only a technical matter; often, it's a culture and knowledge matter. People is aware of the features they are aware to as well as they know process management models they have actually implemented. For this reason, for every ERP deployment (even it's a reengineering or an upgrade of the actual implementation), people has to be trained on the technical features as well as on the consequences these features deployment can bring to business KPIs.