What are the most important steps to take before implementing an ERP system?

Many people try to find a solution before they have a problem. You want software to solve the complexities in your business, not for it to become the complexity in your business. It is better to implement an ERP too late than too early. Once you have operational complexities (multi-channel/warehouse/3PL), then it makes sense to explore an ERP.

One of the first things you would do before intiatiating an ERP transformation project is validate the business case. What is the business case or justification for the investment, why is it needed, what problems will it resolve, what cost savings can be achieved short/long term, what is the possible ROI. This information will be crucial and will provide a solid foundation for statekeholders to decide about the initiative. Once the decision has been made to implement ERP, then look at Data, Processes, People,Change management, Integration with other systems, Reporting to achive the goals setup by the business case.

A project requirement document (PRD) can be used as a reference guide to get internal buy-in and stakeholders alignment. A few critical points to consider: 1. Is your ERP project scope aligned with your company priority? 2. Have you mapped our Roles & Responsibilities and success criteria? 3. Do you understand whom your executive sponsor is (CFO, CIO, etc.). What are the must have functionalities? 4. How many project phases are there? What are the critical deadlines for each phase? 5. Do you have required expertise to meet the timeline? 6. Is there any scope creep compare to what's shared by your sales team?

1: Data is King: Cleanse, standardize, and integrate your data for a robust and reliable foundation for your ERP system. 2: Don't underestimate the importance of testing and data migration. Thoroughly test the system before deployment and plan a methodical approach to data migration to minimize disruption.

Define your why. Add a financial justification if possible. Assign resources who will internally manage, roll out, and support the project. Provide them the support they need. Find the best system and partner that can help you achieve your clearly defined objectives. Monitor. Measure. Manage. Maintain. Improve.

At this stage it is necessary to make sure that the required manpower is available in the company. It needs to be considered that performing an ERP project along with the normal daily activities of the company may be difficult for some personnel so maybe it would be necessary to hire new motivated young employees for that.

I would break down the ERP readiness into a few component: Technology Implementation; Change Management; Training and Support; Data Integration; Security & Testing (End User & SIT). Conducting a SWOT analysis for each component will help you identify gaps and address them proactively.

People is always the most important in a readiness context. 1. Is the senior management committed to supporting this all the way? 2. Is the resource available? Not just for the project but also for the operations too. 3. Are the resources sufficiently enabled to handle the project?

SAP Business One is an ERP software aimed at small and medium businesses. It offers various financial, CRM, inventory, and sales features. SAP Business One also gives companies real-time visibility into their business operations to improve financial planning and forecasting.

Most organisations do not have resources to commit solely to organisational change, development, project management and gap analysis. People, time and costs are all impacted. When an organisation is committed to working with a partner to provide the support and the transformation. This is without doubt the most successful model to buy into

Here are a few steps you can take doing due deligence when choosing ERP vendor and partner: 1. Read analyst report to understand who the leaders are. Gartner and G2 are two credible references. 2. Ask for customer reference. Find a couple of references with similar needs. 3. Check to see if the vendor has a service and support team who can help you with the implementation and support. 4. Functionality parity comparison. Understand what additional functions you will gain or lose if you are replacing your existing platform. Document this to get internal buy-in up front. 5. Don't just look at what the vendor has, ask what's on their roadmap and their appetite for innovation. 6. Understand their customer service methodology and support SLA.

Every organization has their approach to select vendor. One most important thing. It all depends on the team deployed by the vendor. If they are good technically with patience to support the client team, usually project becomes success. If you (client) put so many compliance requirements then the best vendor/implementor are missed the opportunity to partner with you. I see only 50% companies make right decision and the rest pay the price during the implementation.

There are three main types of ERP systems that function with different deployment model options. The most common types of ERP systems include cloud ERP, on-premise ERP, and hybrid ERP.

We have been part of correcting many failed implementations and taking customer live on ERPs (mainly Infor, IFS), our experience has been - right understanding of customer's business requirements - putting up a experienced team - defining mv solution with least customisation - extract/ collect/ transform right quality data - User training and adoption of system - Support syatem Customers need to assess vendor's capability on these crtical factors while selecting Implementation partner.

Os fornecedores s?o poucos, temos internacionais como SAP e INFOR, que tem a concorrência dos locais. Em teoria, para pequenas organiza??es, utilizar fornecedores locais é mais atrativo, devido aos custos.

Data is the fuel that drives successful Digital transformations. It needs hyper attention since planning for a new ERP transformation starts. Key steps- 1. Early data assessment to get insights on stuck revenues, active datasets, data quality gaps, etc. 2. Put a data cleansing and business action plan for freeing up stuck revenues, data cleansing actions, data scope base don active dataset. 3. Agree on a plan and volume for data archiving, so that new ERP can get just the right amount of data. 4. Data design need to be holistic. Build a data strategy to cover not just what ERP will need, but the retained legacy apps can still function. 5. Build a Data Governance & Quality framework with alignment on system of records.

Review and discuss your reporting requirements upfront, which results in a clear and structured dimension set-up. Too often companies try to replicate their current Chart of accounts and dimensions, which are often absolute and based upon the limitations of their old legacy system.

Data cleansing is vital before an ERP project for: 1. **Accuracy**: Ensures reliable data for decision-making. 2. **Efficiency**: Clean data improves ERP system performance. 3. **Smooth Integration**: Reduces migration errors. 4. **User Trust**: Accurate data boosts user adoption. 5. **Cost-Effectiveness**: Saves on data storage and maintenance. 6. **Compliance**: Helps meet data regulations. 7. **Better Analytics**: Clean data leads to reliable insights. Cleansing data is a key step for a successful ERP implementation, affecting system efficiency, data reliability, and overall project success.

First the Data, then the ___. Fill in the blank with absolutely anything related to an ERP project, and I'll endorse the prior sentence. Too many business users think about an ERP from the perspective of Functionality, Processes, and Reports. It is necessary to shift that mindset to understand that all three of these terms are just different forms of Data. Start with reports, which are most obviously data to end-users. Functionality arises in an ERP system from tracked requirements (Data), Configuration (Data), Entities (Data), Transactions (Data), and Code. Even the Code is structured text Data with version control, linked back to requirements. Processes are interconnected Data flows. It's Data all the way down. Govern it.

Have a stream to look after data. Do not wait until the start of data migration then people starts to look into the data. Discovery using data can also yield many insights into other topics.

The most common reason of ERP Implementation failure is user resistance to adopt change in system. Training, communication and feedback response is only option to overcome it. In ERP Implementation it’s always good to choose champion users who can learn quickly as well as make sure who can represent the group of users. Once’s they are ready, we normally make them leader of group and provide responsibility to train the remaining users. (Train the trainer concept) Communication and responding to users question and concerns is also important. It gives confidence to users that management is listening to their needs and requirements.

There are multiple ways of getting users trained. In-class hands-on training, on-demand on-line training, one on one tutorial, etc. It is important to break users into groups based on their access privilege and train them by groups. For example, your IT administrator would require more technical training than your functional users. Setting up an internal support desk could help manage ERP launch more effectively.

An ERP transformation profoundly impacts end-users. To drive adoption: - Survey user concerns and preferences to inform training - Schedule hands-on training with role-based curriculums and labs - Time training completion just prior to go-live for knowledge retention - Reinforce learning with job aids, floor support, and power users - Communicate changes through multiple channels to generate excitement - Recognize departments and users demonstrating new system utilization

Be realistic with end users. This sounds simple, but it’s often missed in the drive to “be positive” or “promote the system.” Those two things can co-exist. Implementing a new ERP is frustrating and challenging, but it’s also a huge opportunity for the business to improve processes and make things easier. Speak to both ends of the spectrum and you’ll see positive results. Don’t send a message that’s totally positive or negative. Both are needed, and a healthy dose of realism goes a long way toward bolstering the confidence and readiness of end users. Most of the time, users want empathy. “Everything is great” when they’re dealing with massive change isn’t a ticket to success.

The successful implementation of systems hinges on more than just technical aspects; user adoption is paramount. This involves various dimensions such as user experience, knowledge, and training. Within the Change Management work stream of a project, it's crucial to integrate tasks focused on user adoption. This includes diverse approaches like Classroom Trainings, Online Trainings, Blended Trainings, Content Generation, and Key-User Enablement. Going live with a project is a milestone, but transforming the solution into a success demands ongoing collaboration, knowledge-sharing, and proactive engagement from all stakeholders. It's this effort that ensures the system not only operates but thrives the operational landscape of the business.

There are a number of factors before going for an ERP implementation. Some of them are as follows. 1) Detailed analysis of the existing system and business requirements as well as future roadmap of the organization. 2) Market analysis for the available systems or opting for a customized solution. 3) Gap analysis of the requirements and the proposed system. Next step is to devise a solution for the gap. 4) Let the stakeholders and business users verify the solution design and development at incremental level. 5) Ensure the closure of all issues before UAT.

In my experience, fist of all we need to assess the organizations’ readiness in terms of process and governance that are the main prerequisite as I believe. 1 . Do we have the process organization in place ? 2. Do we have the business process owners for all key processes? 3. Do we have the sponsorship? 4. Do we have the necessary expertise and how we source them? We need to be thorough with this first, before we step into other activities.

As you embark on this ERP odyssey, keep a weather eye on the horizon. Consider scalability - will your ship be ready for future expansions? Keep an eye on emerging technologies - they're like mysterious islands on the ERP map. And, don't forget the crow's nest - analytics and reporting tools that help you see far and wide. Flexibility is your ship's secret weapon - ready to adapt to changing tides. In the vast seas of ERP implementation, a combination of strategic planning, a prepared crew, and a resilient ship will ensure a successful voyage. May your sails be filled with the winds of operational excellence and may you chart a course to prosperity!

Third-party project management is key. Every key decision-maker, executive, and manager within your organization has a day job - you really don't want to leave the artful function of project management to part-timers, or, worse, to the software vendors. Hire a seasoned team that can set up and run a PMO, and take your project to success.

Select qualified and dedicated team from all functions of the business. Hire qualified consultants. Provide adequate training to all the key users. Get management support. Be clear what you want to achieve Assess current ’as is’ process Define clear business blueprint documents