The introduction of a ERP system completely changes a company's existing processes. The implementation of the system must be approached as a project. Here are a few tips on how you can best tackle this project phase.
1. the as-is analysis
Before you make any hasty decisions about implementing the ERP system, you should reconsider your existing business processes and decide how they should be organised in the future. It may also be necessary to deviate from the existing processes in order to achieve an optimal improvement.
In order to organise the analysis clearly, it is advisable to list the Business processes and prioritise them individually.
2. determine your goals
With the As-is analysis As a basis, you can now determine what you want to achieve with the introduction of an ERP system. Organise these objectives according to their weighting and formulate each objective as specifically as possible. You should also consider in advance which data and key figures the ERP system should provide. This approach can considerably simplify and accelerate ERP implementation.
3. plan early
Drawing up a schedule at an early stage not only provides clarity but also saves unnecessary costs because it is much easier to make changes during the planning period. It is best to work out this plan with your provider, who can precisely define the sub-steps of the ERP implementation with you. Include possible time buffers, as the effort involved within the company is often underestimated.
4. project management
The corresponding project management helps you to follow the direct route to your goals and to reach them successfully. Your provider can define the project management for the ERP implementation with you in advance. This includes the process, scheduling and costs so that the implementation can be realised effectively without risk. It is also advisable to appoint a project manager who has the necessary expertise and time available for the ERP project. Also consider the possibility of an agile project method with your provider. This may allow the ERP implementation to be integrated more quickly and cost-effectively.
5. clear position of the management
the Management should be clearly behind the introduction of the new system. The introduction of an ERP is a major step for the entire company, which is why it is necessary for all those involved to approach this change with secure backing.
6. integrate internally
The introduction of an ERP system optimises many business processes, but it also changes the usual business processes. Make sure you inform the affected employees in good time and, above all, integrate them. Opaque implementation projects have already caused one or two employees to resign because they were under the false assumption that their jobs were at risk. In addition, employees are much closer to the new system even after the project has been completed and are able to work with the ERP more quickly.
7. be guided by the standard processes
If possible, make sure that you do not move away from the standard processes of the ERP system. Major changes usually have a major impact on the entire system. This should not be attacked unless it is a clear competitive advantage that you would otherwise lose. Small changes are usually not critical (e.g. adding a data field to the screen). Larger adjustments, however, tend to have "side effects" and also make it more difficult to update the software to another release at a later date.
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