You're venturing into third-party ERP integrations. How do you establish trust with new vendors?

In large ERP implementations, integrating third-party solutions is a challenging area that often adds high risks. Before embarking on such projects, thorough due diligence is crucial. It's wise to use structured methods, including third-party risk management services for new vendors, to establish the vendor’s credibility. If it's an OEM, assess potential risks collaboratively, focusing on data sensitivity and compliance with regulations like GDPR or HIPAA. Consider the project size, stakeholders, and communication logistics. Form a project team from both parties, establish clear communication and expectations, ensure technology compliance, & define deliverables to achieve incremental success. Involve architecture and Infosec team timely.

Saludos. En mi experiencia con el uso de ERP desde inicio del a?o 2000 hasta el presente, puedo decir que más que someter a la confianza del uso de aplicaciones de un tercero, es hacer con el cliente un trabajo no vinculativo con el ERP en si, sino con sus procesos en la organización, ejecutando test o cuestionarios antes de indicar cuál sería el ERP que se puede ajustar o acercar a sus necesidades. Recordemos que siempre tendremos una brecha de insatisfacción y debemos manejarla en mínimos porcentajes, porque jamás se eliminarán.

Establishing trust with new vendors in the realm of third-party ERP (Enterprise Resource Planning) integrations is crucial for a successful partnership. Here’s a structured approach to build and maintain that trust: Due Diligence: Start with thorough research on the vendor. Review their track record, client testimonials, and case studies. Evaluate their financial stability and reputation in the industry. Clear Communication: Clearly articulate your expectations, requirements, and goals from the outset. Open, transparent communication helps in aligning both parties’ objectives and avoiding misunderstandings.

Mandatory client reference interviews! ERP implementations are all unique, so no former client’s details will be entirely applicable. However, they can detail how change was managed, delays, etc.

References are #1. Before getting into an official agreement / deal with a first timer, there could be POC which can be developed by the vendors' team and which can be assessed by the Solution Architect of your company. And yeah, Nothing beats in person meetings.

Conduct thorough due diligence on potential vendors. Evaluate their reputation, experience in ERP integrations, and client references. Verify their credentials and certifications related to security practices. Clearly define your organization's security standards and requirements for ERP integrations. Ensure that vendors comply with industry standards such as ISO 27001 for information security management. Require vendors to use strong encryption protocols (e.g., AES-256) for data transmission and storage. Ensure that sensitive data is encrypted both in transit and at rest to protect against unauthorized access.

Realize uma due diligence completa em fornecedores em potencial. Avalie sua reputa??o, experiência em integra??es de ERP e referências de clientes. Verifique suas credenciais e certifica??es relacionadas às práticas de seguran?a. Defina claramente os padr?es e requisitos de seguran?a da sua organiza??o para integra??es de ERP. Certifique-se de que os fornecedores estejam em conformidade com os padr?es do setor, como a ISO 27001, para gerenciamento de seguran?a da informa??o. Exigir que os fornecedores usem protocolos de criptografia fortes (por exemplo, AES-256) para transmiss?o e armazenamento de dados. Certifique-se de que os dados confidenciais sejam criptografados em transito e em repouso para proteger contra acesso n?o autorizado.

Security is paramount when integrating third-party solutions. Ensure that the vendor adheres to stringent security protocols and compliance standards. Request detailed documentation on their security measures and conduct audits if necessary. We always ensure that our vendors implement robust security practices to protect sensitive data and maintain system integrity.

Clearly define the scope of work for the ERP integration project. Specify the objectives, deliverables, timelines, and milestones that the vendor is responsible for achieving. Provide detailed specifications for the ERP system requirements, including functionality, performance expectations, and any specific customization or configuration needs. Include measurable SLAs that outline the level of service expected from the vendor. Define parameters such as uptime guarantees, response times for support requests, and resolution times for issues.

Defina claramente o escopo de trabalho para o projeto de integra??o do ERP. Especifique os objetivos, entregas, cronogramas e marcos que o fornecedor é responsável por alcan?ar. Forne?a especifica??es detalhadas para os requisitos do sistema ERP, incluindo funcionalidade, expectativas de desempenho e quaisquer necessidades específicas de personaliza??o ou configura??o. Inclua SLAs mensuráveis que descrevam o nível de servi?o esperado do fornecedor. Defina parametros como garantias de tempo de atividade, tempos de resposta para solicita??es de suporte e tempos de resolu??o para problemas.

Having clearly defined SOW and scope of work is in my experience the best way to get the quality of service you pay for. Ensure that the flouting SLA's have sufficient penalities not just in service management but also in projects

ERP integration or migration can be a really challenging task and to avoid delays and build trust in an ERP vendor, it is crucial to form a multi disciplinary team that acts as a communication bridge between the vendor and the client. Along with the continuous communication throughout all the phases of ERP implementation, it is impertinent to request the vendor for the pilot programs to test modules and functions in a simulated environment to identify potential problems and have them fixed before the launch date.

Identify primary points of contact from both your organization and the vendor's team. Clearly communicate roles, responsibilities, and expectations for each contact person. Schedule regular meetings or calls to discuss project progress, updates, and any challenges. This could be weekly or bi-weekly depending on the project's complexity and timeline. Use project management tools or collaboration platforms (e.g., Slack, Microsoft Teams, Asana) to facilitate communication, document sharing, and task tracking. Ensure that both parties have access and are familiar with the tools being used.

Establish open and transparent communication channels with the vendor. Regular updates, feedback loops, and scheduled meetings can help address issues promptly and keep the project on track. We emphasize maintaining strong communication with our vendors to ensure alignment and address any concerns before they escalate.

Getting to know the vendor culture and way of working is a good way to establish communication channels. Encouraging in person meets for lunch/dinner/activities outside office hours can also help break walls.

Engaging in a pilot program with Glokal AI, a leading Fintech AI service provider, can revolutionize financial operations within SAP. Picture integrating their AI-driven algorithms to automate financial forecasting and risk management processes. During the pilot phase, you'd witness firsthand how their solutions optimize cash flow predictions or enhance fraud detection, all within a controlled environment. A successful pilot not only validates Glokal AI's capabilities but also positions your organization to leverage advanced AI tools effectively, ensuring compliance, reducing financial risks, and driving strategic decision-making in real-time. Such partnership promises to elevate financial operations to new heights of efficiency.

One thing I’ve learned from implementing solutions, is to have a thorough understanding of the vendors’ offering. This will go a long way to determining whether they align with your needs

En una asociación estable y duradera un factor clave es nuestra propia evaluación, para lo cual unir la evaluación continua al proveedor con la retroalimentación que nos de sobre las posibles desviaciones en las que incurramos nos dará una visión más amplia sobre las sinergias entre ambos y la posibilidad de una evaluación más certera sobre el proveedor.

Detail POC performing critical path coming from client. Core processes need to be design on the vanilla and demonstration must be done to all critical shareholders

request for trial services, as SaaS usually done. if we experienced enough in ERP system, trial period for 30 days is enough to give you a big picture about a product itself

Lo principal es verificar si el costo de mantenimiento del EPR o mesa de ayuda del proveedor es costeable con lo que se está pagando. SI NO es asi, hay que saber que estrategia se usará para la continuidad de negocio. Los demás puntos ya los han mencionado acertadamente.