Let's be honest: What does an SAP Business One project cost? - Part 3 -
16 Feb

Let's be honest: What does an SAP Business One project cost? - Part 3 -

After the first part of our ERP costs series shed light on the basic orientation of an SAP Business One implementation, we looked at add-ons and their - also financially sensible - use in B1. Now we move on to a part of the topic that is particularly important to us as a provider and consultant: the cooperation with the customer in the ERP project.

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15 Feb

Bye ERP : when a farewell is needed

Sometimes it's the company strategy, sometimes it's growth. Sometimes it is simply time: when a new ERP solution becomes necessary.

Saying goodbye is hard. Nevertheless, every now and then we have to say goodbye to someone or something. This also applies to outdated ERP systems. True to the principle of "never touch a running system", software solutions are often part of companies for longer than they should be. But how do you recognise when the last hour of your in-house ERP has come? Not at all!

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Let's be honest: What does an SAP Business One project cost? - Part 1
25 Jan

Let's be honest: What does an SAP Business One project cost? - Part 1

The factors that contribute to the costs of a project to implement SAP Business One are manifold. In addition, the long-term costs must always be kept in mind. In our new series, we want to analyse all cost aspects.

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19 Jan

ERP: It all depends on the processes!

"He who always does what he can already do, always remains what he already is" - Henry Ford already recognised this. Or if we are being clear: "If you digitalise a shitty process, then you have a shitty digital process". The words of the CEO of Telefónica Deutschland AG precisely describe the misconception that many companies still harbour and miscalculate in the calculation ERP = success.

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12 Feb

A successful ERP project: the path to a good specification sheet

The requirements specification can be a real burden for any ERP project. This is also because it plays a crucial role from start to finish. At the beginning, it serves as a contractually important document, then it becomes the guide, and at the end of the project, it is the checklist. The people behind the requirements specification are the future users. But how can people „from the trade“ communicate important content in such a way that it is also clearly understandable for the ERP provider?

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