Most project teams from mid-market manufacturing and distribution organizations are challenged by an ERP selection project.
This is because an ERP project cuts across each area of the business, impacting functional areas from finance, accounting, and supply chain, to shop floor, production, inventory, quality management, shipping and more. Manufacturers and distributors have already gone through lean initiatives, cutting away excess, and thereby are operating with a lean staff.
While it’s tempting to consider these initiatives as pure technology or IT projects, that perspective is not effective and often results in an implementation that fails to meet expectations.
Thus, when a project team is considering an ERP selection project, it’s imperative that the selection process is based on a solid foundation of industry expertise, vendor research and an intimate knowledge of the business, all aligned with the goal of improved business performance.
At its most fundamental, establishing strategic software decision drivers during a selection project involves matching the key future state requirements a business must achieve to drive business process transformation against the system features a technology solution offers.
ERP selection consultant team has guided organizations on this very approach. This set of software decision drivers will vary for every organization dependent on what is the best match for the specific functional areas of the business.
Manufacturers and distributors should take into consideration the following software decision drivers when entering an ERP project: