Was ist der beste Weg, um mit einem ERP-System zu beginnen?

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. Better to implement an ERP too late than too early. You can probably keep your tech stack to spreadsheets if you're selling on one channel. Once you have additional complexity with multiple channels and warehouses, it might make more sense to look at an ERP.

The best way of getting started with ERP is to follow these 4 steps: 1. Identify business use cases. For example, your business growth may have outgrown the capabilities of your legacy ERP; 2. Understand your constraints; Your existing infrastructure needs to be compatible with the selected ERP; 3. Select a use case for proof of concept to get internal buy-in from functional leaders; 4. Identify areas of innovation up front. Adopting ERP with built-in capabilities leveraging emerging technology will accelerate time to value.

A parte mais importante que antecede a adoção de um sistema ERP é avaliação das necessidades individuais de cada área de negócio da empresa. O que pode ser feito de várias maneiras. A mais simples é uma matriz baseada no método spin selling (situação, Problema, implicação e necessidades)focado nos usuários. Uma grande falha comum nessa fase é ignorar as necessidades operacionais e focar somente nas estratégicas. A empresa deve tratar a adoção do ERP como um processo user centric para ter sucesso nas fases seguintes. A visão estratégica deve ser alcançada considerando os gaps operacionais, como obstáculos ao seu atendimento. O ERP so contribui de verdade quando há engajamento das áreas e confiança de que os problemas atuais serão resolvidos

The best way to start using an ERP system is by assessing your business needs, selecting a suitable ERP solution, and implementing it in phases with proper training and support.

In my experience, having an IT or Digital strategy which is aligned to your business strategy is key. This allows you to plan when to implement a new ERP and more importantly to prepare your organization for the new system. During the pre-implementation phase document/streamline business processes and identify any crucial activities and their drivers, understand your reporting requirements, document your IT landscape in detail including the data flows, and prepare your employees for the changes. Be clear on what is driving the need for a new system. You should now be in a good position to review and select the most suitable ERP system and the provider. You can now start planning the implementation phase with your provider.

This is a double edged sword. You should research & compare ERP solutions based on Scope & Requirements - but you benefit that process by knowing WHICH ERP you have chosen as Requirements and To-Be Business Processes can be driven around the vanilla out of the box solution in the system. It shortens the process dramatically - you only have to Gap-Fit once. You don't have to spend lots of time taking multiple ERP providers through RFP/RFQ, just vendors for the one. I favour doing some of the pre-work around scope to define system of choice & then delivering requirements around that system. A Business Analyst who KNOWS the product you are deploying is worth their weight in gold & will help achieve To-Be Processes that fit this brief.

There are multiple components of ERP to take into consideration (i.e. procurement inventory and material management; production scheduling, quality control and engineering, warehouse management, transportation and logistics, CRM, etc.). Here are a few things to compare: Functions, Budget and Timeline (software + Implementation); Integration with your existing systems; Support and Training required; Vendor industry expertise; Technology (current + roadmap); Flexibility (customization + talents requirement); Customer ratings on G2 and Gartner.

When traversing the path to gauge the appropriate ERP solution, there are many factors to consider; some of which would be: 1. Best fit solution with regard to the requirements 2. Comparison of different ERP solution pricing 3. Implementation costs(including hardware/software costs) 4. Training costs 4. Regular maintenance costs 5. Periodic Update/upgrade costs which usually require system downtime 6. Calculating the ROI on the ERP solution

Escolhido as opções que atendem seu CORE é a hora de ver outras áreas importantes e possíveis módulos que já estejam no RADAR da empresa. Importante é escolher um ERP que consiga que tenha suporte de todas as formas e não ficar preso apenas na equipe inicial.

Si las soluciones ERP evaluadas te parecen muy grandes y que tu empresa aun no tiene el tamaño necesario, que no se adaptan a tu operativa y que son necesarias muchas modificaciones o que son muy costosas, no es mala idea desarrollar tu propio ERP que soporte el crecimiento de tu empresa por unos años mientras ordenas el proceso interno orientándolo a un estándar de industria para que mas adelante sea mas fácil escalar a aun ERP mas grande.

The two most difficult aspects of implementation are formatting and sanitizing the data; and defining processes and writing work flows. Data will probably come from many places and as a result, it will be in many formats. Decide early on what your part numbering system will look like, and get a team of detail-oriented folks to import, format and sanitize the data. Decide on a taxonomy and get rid of duplicates... things like calling the same customer both Smith Co. and Smith Corp. Designing processes will involve a larger and more diverse team. One or two people should be dedicated to learning how to write work flows. They often don't require coding but they do require a deep knowledge of the system and menus of options.

In my experience when planning the implementation it’s critical to be realistic about the amount of time required from business subject matter experts (SME’s)…defining business processes, evaluating and testing the system. Hint…it’s A LOT. Oftentimes leadership will assume business users can perform their full time job and “squeeze in” the implementation in their “spare time”. This assumption often leads to prolonged implementation timelines (and costs) as the SME’s priority is to keep the business running. It’s more effective to hire some temporary, or if appropriate, permanent staff to free up time for business experts to have sufficient time to devote to the implementation.

I'm a fan of working iteratively during ERP-rollouts. Let the people get in touch with the new ERP already in a very early state of the project by working with a first prototype. Let the people work with the features and discuss the needs/enhancements while sitting in front the program and not in front of a powerpoint presentation. As sooner as people learn to work/understand the solution in a practical way, the higher will be the acceptance after Go-Live

ERP implementation planning begins with requirement gathering (project scope, success criteria, R&R, key project milestones, dependencies for each). Establish monthly steering committee meeting to communicate with key stakeholders is critical. An experienced project manager, team members with domain expertise from client and vendor and weekly project status report are fundamental for ERP implementation success.

Envolvimento dos StakeHolders e Usuários chave são o sucesso da implementação de um ERP. Ele deve ser construído com envolvimento de todos desde o começo e entendido todos os benefícios da implementação.

Testing should be a multi staged process. You need to system test any deployed functionality in your pre-production environment first. This includes facets like stress testing, loading, data access, speed & conflicts. If it doesn't work then back it goes for reworking. Once it does then you can move on to User Acceptance Testing. This should include and involve people from every area of the organisation and every skill level - Training Needs Analysis will have identified this for you. You will benefit enormously by combining Test & Training into one function of the Programme - you have to teach the User how to deliver the UAT - that material should be the baseline of your general user training, so you do the effort in producing it once.

Multiple layers of testing are required prior to ERP system going live. For example, end user testing is to test user experience and ensure their access control is set up correctly, the performance meets user expectation, etc. System integration testing (SIT) is needed to ensure integration is set up correctly. Test plan and test case with sample data can be used to facilitate these tests. It is critical to have a stand alone testing environment and dedicated resources to resolve issues upon completion of the test.

Even before implementing the S/4 Hana as your ERP System the SAP provides the Demo of several business processes in all the modules and for all the line of business, so that the customer can test and evaluate what is the gain for the entire operation.

First you have to understand your business.Next identiyfy what are the challenges and risks of your existing system. Next identify your future stratergies for next 5 years. There are many ERP solutions.You should choose what is suitable for your exisitng business as well as your future stratergies.It is better to allways go for a seasoned ERP.You should analyse various options before selecting the solution best suits for you. Also it is important to gearup your employees for the change in advance.You should logically explain openly to the employees why you are sencting an ERP and overall benifits of the solution.

It is important to involve end-users in the testing process. Their feedback on user experience and practical functionality can reveal real-world application issues that might be overlooked. Additionally, conducting stress tests under peak load conditions ensures the ERP can handle high demand.

ERP launch is a major milestone. This should take place along with user training and support plan, go-live support, clear SLA expectation from the vendor. There needs to be at least two weeks of support from the vendor to ensure smooth go live. Overlapping capabilities with your legacy system to ensure accuracy at least for one month-end close cycle is recommended.

Plano de GOLIVE também é de supra importância. Novamente falo do ESCOPO do projeto para acompanhamento do que estava planejado para o que está sendo executado. Uma equipe para atender possíveis GAP do projeto também é importante para agilidade nas soluções.

Es importante que exista una comunicacion fluida con los usuarios finales para tener una retroalimentación directa tanto de lo bueno como de lo malo que vayan a encontrar para resolver en el menor tiempo posible los inconvenientes que se presenten y se validen su corrección conjuntamente con el usuario final para lograr su conformidad y el éxito de la implantación.

Organization change management is primary objective to get started ERP. Make people involve right from first phase to understand solutions to meet the requirements of their routine activities to reduce their time consumption, improve efficiency and leverage best features and functionalities of automation. Micro level testing by respective people inevitable. Right data loads avoid unexpected error oriented transactions.

O ERP é um ser vivo, nunca vai ficar da mesma maneira, identificar sempre os gargalos atuais e buscar melhorias contínuas junto com um treinamento periódicos com as novas funcionalidades do ERP.

Encontre uma consultoria que faça uma Análise Humana de Negócios bem feita, identifique e sugira melhorias nos processos atuais.

ERP deployment is a Programme of work that, when delivered by experienced professionals, whose day job is Transformation / Implementation, goes smoothly & delivers value. It doesn't have to be a hellish journey at all, but you must focus on the 3 main reasons ERP implementations fail; 1. Lack of clear Scope / Requirements - do this badly and you are doomed to fail. 2. Data - not enough emphasis is given to putting great quality data into "new". Nor is the time - organisations want to put of doing this consistently. You have to drive it, hard. 3. User adoption - yep spend all your money & don't bother to educate, teach & train your users how to get the best from it. Not clever. Invest a third of your budget here, it is that important.

Cuidado com a curva de aprendizagem dos usuários e o "vale da frustração". Essa curva, conceitualmente, mostra que no momento zero de qualquer novo sistema ou processo, há uma percepção de perda de produtividade, que é natural, pois mesmo havendo sessões de treinamento, os primeiros passos na prática acabam sendo mais lentos do que quando você já conhece cada tela e cada clique do mouse. Acompanhe e garanta que esse nomento não se torne uma frustração e acabe criando detratores, pois o momento seguinte, com um sistema de ERP novo e novos processos, a expectativa é de produtividade maior do que antes da implantação.

Implementing an erp system to the whole organization is very hellish job. The process of contrivance the ERP can be done consecutively because at the outset it should be done with dedicated implementation team. Understanding the project complexity and resolve those problems. By providing adequate training .

Tenemos que ser consientes que siempre existirá resistencia al cambio, es normal que eso ocurra y no debe ser algo que nos detenga, el éxito de la implantación se da cuando los usuarios finales realmente sienten que las cosas han mejorado en comparación al periodo anterior al ERP y su trabajo dependa del correcto funcionamiento del mismo.