The introduction of a ERP system completely changes the previous processes of a company. The implementation of the system must be approached as a project. Here are a few tips on how best to tackle this project phase.
1. the as-is analysis
Before you make any hasty decisions to implement the ERP system, the existing business processes should be reconsidered and a decision made on how they should run in the future. It may also be necessary to deviate from the existing processes in order to achieve an optimal improvement.
In order to make the analysis clearer, it is advisable to identify the business processes of priority and to treat 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. Order these goals according to their weighting and formulate each goal as concretely as possible. It should also be considered beforehand which data and key figures the ERP system should provide. Such an approach can considerably simplify and accelerate the ERP implementation.
3. plan early
Drawing up a schedule early on not only brings 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. Also integrate possible time buffers, because the effort within the company is often underestimated.
4. project management
The appropriate project management helps to follow the direct path to your goals and to arrive there successfully. Your provider can define the project management for the implementation of the ERP with you in advance. This concerns the process, the timing and the costs, so that the implementation can be carried out 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 faster and more cost-effectively.
5. clear position of the management
the Managing directors should be clearly behind the introduction of the new system. The introduction of an ERP is a big step for the whole company, which is why it is necessary for everyone involved to start this change with a secure backing.
6. integrate internally
With the introduction of an ERP system, many business processes are optimised, but this also changes the usual business processes. Make sure to inform the affected employees in good time and, above all, to integrate them. Non-transparent 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, the employees are much closer to the new system after the project has been completed and are able to work with the ERP more quickly.
7. be guided by the standard processes
Make sure that, if possible, 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.
German SMEs focus on digitalisation - "step-by-step" and long-term
Business Intelligence: A Guide for SMEs
Are German SMEs missing out on digitalisation?
IFRS - Rules of international accounting also for SMEs
