If you've been following our posts for a while, you've probably heard it before: ERP projects are often approached with the wrong expectations.
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27
apr
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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1
Feb
Let's be honest: How much does an SAP Business One project cost? - Part 2
In the previous part of our series on the costs of an SAP Business One implementation project, we looked at the basic orientation and objectives of the ERP project with regard to the costs involved. This part will deal with the SAP Business One ADDONs, i.e. functional enhancements of some kind, and how they influence the costs.
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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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22
october
Optimise business processes in the ERP project?
Most companies also interpret a new ERP system as an automatic optimisation of business processes. The disappointment when the expected effect in improved processes fails to materialise is great. However, with the right approach, it is possible to combine an ERP solution and business process optimisation in one project.
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24
Sep
Budgeting for ERP projects: Calculate beforehand!
We have already mentioned at several points that ERP projects are a time-intensive affair. Where the project actually originates and when it will actually be completed can rarely be determined in advance.
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29
July
ERP with Versino: Industry software for the electrical industry
SAP Business One - Elektro One is the industry solution for SMEs in the electronics industry. It is based on SAP Business One and, in addition to the usual standard functions, also covers all industry-specific "must haves" for electronics companies. The software is also suitable for cross-border business thanks to B1's international orientation. In order to cover all processes and requirements of the electronics industry, the package contains the following key functions:
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28
may
Configuring instead of programming: Module ERP for medium-sized businesses
Today, no company can do without the support of ERP software. And that's not just good for the distributors. The benefits of a good software system are also very profitable for the users themselves. The large and diverse market demands a great deal of flexibility from companies. Huge amounts of data have to be managed. The right ERP system makes it possible to control the ongoing business and puts the company in a position to always adapt to the current needs of the market. This is a necessity in order to keep up with the great economic competition.
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7
may
Successful through the ERP project: data import
The time has come: your ERP system is practically in the starting blocks. However, in order to be able to work with the new solution, you need to transfer the data from the previous system. The data import - the last step of a successful ERP implementation in three steps:
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10
March
Requirements specification in an ERP project - help or hindrance?
They take time and money - more than necessary if you are not careful. Specifications are intended to help keep track of finances and time management in ERP projects. But even a functional specification is time-consuming and requires a lot of attention.
ERP projects in particular are all about time. The long hesitation of some companies before introducing a new system increases the desire for early implementation. The time-consuming search for the right system is also a reason for a certain tension towards lengthy ERP implementations. Nevertheless, projects should not be tackled under time pressure. A requirement specification should help here. By precisely documenting wishes, possibilities and implementation plans, the customer and the ERP provider should be clear about the process, timeframe and financial background.
To do this, the company must first open all its doors to give the provider the necessary insight into the work processes. Initial suggestions can then be made regarding the processes in the new ERP solution. However, the customer often already has precise ideas about which processes they would like to have mapped and how, or which they would like to take with them. This is the first point at which the actually helpful functional specification becomes a time stopper.