Provider of intelligent business solutions to the enterprise and mid-market, UXC Eclipse, has provided a list of five recommendations for choosing and implementing successful enterprise resource planning (ERP) systems.
Purchasing and implementing an ERP system was as complex an issue 10 years ago as it is now. The value chain is more complex, the connections with customers, distributors and the channel have proliferated and the amount of available solutions is larger than ever.
“As a result, management frameworks to select ERP solutions and implementation partners have become more rigorous,” UXC Eclipse customer service CEO, Warren Muir, said. “Yet, many projects fail to deliver the full return on investment that was expected at the start if a few key steps are overlooked.”
Understanding the business requirements and engaging key stakeholders is the first recommendation UXC Eclipse offers when implementing an ERP solution. Organisations need to start by understanding what is working and what isn’t, so they don’t” replicate inefficient process.” By mapping business processes a company can identify the best practices and take complete advantage of the functionality and workflow offered by and ERP system.
Equally as important will be engaging leadership and consultants early enough in the process to manage expectations and ensure the best possible results. Once a project begins, it is difficult to change direction without significant cost, weakening of the design and delays, which can lead to missed marketing opportunities.
Choosing the right technology is pivotal, as a wide range of ERP solutions is available ranging from monolithic and mid-market ERP solutions through to industry-specific ERP solutions. A variety of parameters must first be considered before a solution is chosen, including depth of functionality, future development path, flexibility to the changing business model, and Cloud versus on-premise reporting.
When it comes to choosing an implementation partner, it is best to look for companies that “aren’t tied to one ERP solution.” Companies working exclusively with a certain product will undoubtedly recommend that solution, which may result in better-suited products being overlooked.
Looking for a strategic partner involves finding one that is “stable, financially secure, well-referenced and reliable.” An ERP project involves stakeholders and mission-critical business processes, which means a high quality of work is required, with the scope of customisation and the need for technical support.
The implementation of an ERP solution is a long-term investment, which requires input from the partner and post-implementation support for ongoing success. A skills transfer with training and education for the internal teams at the end of the initial implementation and both valuable and important. Involving the entire team with the new system will add to the success of the project and the adoption of the new ERP solution.
“An ERP system needs to have long-term viability to add value to the business,” Muir said. “When choosing an implementation partner and software solution, organisations should consider how well that partner will be able to support them in the long run, rather than just the software capabilities.”