Services
ERP Implementations
We offer support implementing new systems, recovering a failed implementation or review your existing systems/project and provide guidance on how to proceed.
Why an ERP System
Enterprise Resource Planning (ERP)
In today's fast-paced business environment, having an efficient and integrated system to manage your operations is crucial. An ERP system can be a game-changer for your organization. Here are some compelling reasons why you might need a new ERP system:
1. Centralized Data Management
A modern ERP system centralizes all your business data into a single database. This eliminates data silos, ensures data integrity, and makes it easier to manage and access information across the organization.
2. Enhanced Operational Efficiency
By integrating various business processes such as accounting, procurement, project management, and supply chain operations, an ERP system streamlines workflows and automates routine tasks. This leads to increased productivity and reduced operational costs.
3. Informed Decision-Making
With real-time data and advanced reporting tools, an ERP system provides valuable insights into your business performance. This enables leaders to make informed, data-driven decisions that can improve overall business outcomes.
4. Improved Customer Service
An ERP system enhances customer service by providing better access to customer data. This improves response times, order accuracy, and on-time deliveries, resulting in higher customer satisfaction.
5. Scalability and Flexibility
As your business grows, a modern ERP system can scale with you. It offers the flexibility to adapt to changing business needs and supports future growth without the need for significant system overhauls.
6. Compliance and Risk Management
An ERP system helps ensure compliance with industry regulations and standards. It also provides tools for risk management, helping you identify and mitigate potential risks before they become major issues.
7. Cost Savings
While implementing a new ERP system can be a significant investment, the long-term cost savings can be substantial. By improving efficiency, reducing errors, and optimizing resource utilization, an ERP system can deliver a strong return on investment.
8. Resale Value to PE Investors
A modern ERP system can significantly enhance the resale value of your business to private equity investors. By demonstrating streamlined operations, robust data management, and scalability, your business becomes a more attractive investment opportunity, potentially leading to higher valuations and better exit strategies.
Project Life-Cycle Management
Inception
Software & Partner Selection
Software & Partner Selection
We will collaborate with you to assess current pain points, processes, and systems. By identifying inefficiencies and gaps, we will provide recommendations to help you understand the potential benefits of implementing a new ERP system or other options. We will then support you in creating a comprehensive Business Case that includes budget, timeline, resources, scope, and realizable benefits.
Software & Partner Selection
Software & Partner Selection
Software & Partner Selection
Support to identify and define your business requirements and objectives to ensure alignment with potential partners. Shortlist potential partners based on their expertise and experience in your industry, Create RFP and engage in detailed discussions and evaluations with the shortlisted partners, focusing on their proposed solutions, methodologies, and past performance. Request and review proposals, ensuring they meet your technical and functional requirements. Conduct reference checks and site visits to validate the partner's capabilities and track record. Finally, negotiate and finalize the contract, ensuring it includes clear terms on deliverables, timelines, costs, and service level agreements to safeguard your interests and ensure a successful ERP implementation.
Initiation
Software & Partner Selection
Elaboration
Setup project to succeed. Initiate and agree programme governance framework appropriate for project that will include project processes, meeting cadence, change control, project activity & reporting tools for actions, risks, issues, decisions, dependencies, changes and status updates. Recruit project participants. Kick-off session(s) with project team members, subject matter experts (SME), cross functional workstream leads, key stakeholders and third parties. Conduct a change readiness assessments. Provide participants with product familiarisation.
Qualify scope of project and business processes to ensure alignment with expectations.
Elaboration
Elaboration
Elaboration
Conduct detail functional / non-functional workshops to clarify and define to-be business processes (Level 1 and Level 2). Prepare functional and technical solution design documents along with strategy documents to manage change management, training, enhancements, integrations and data migration. Validate project plan based on known factors. Agree security controls required for application.
Build
Elaboration
Validation
Manage build based on the agreed solution which includes configuration, integrations, enhancements, reports, workflows etc. Build out and define to-be business processes (Level 3, Level 4 and Level 5). Configure/build security, training material and data migration (DM) infrastructure and process. Conduct first rounds of data migration to validate controls, processes, mapping and requirements for data cleansing. Build test plan, scenarios and scripts.
Validation
Elaboration
Validation
•
Conduct System Acceptance and System Integration Tests. Demonstrate the system to SMEs and key stakeholders in a Conference Room Pilot (CRP), providing an opportunity to validate the solution against the approved design. Conduct User Acceptance Test (UAT) and any Non-Functional Tests where the final solution will be signed off and approved. Entry and exit criteria for all tests will be confirmed in advance, along with bugs monitoring and resolution procedures.
Transition
Continuous Improvement
Transition
Establish and train BAU support teams. Train the trainers (depending on the strategy agreed). Deliver end user training. Conduct a final mock cutover before go-live is approved and the business deactivates transactions in legacy systems and perform production cutover. Ensuring clear communication, processes and awareness throughout.
Operation
Continuous Improvement
Transition
Post cutover the business reactivates transactions in the new system. Project team provide hypercare support as per agreed channels and SLAs. Support provided for first maintenance release(s). User adoption is monitored using agreed KPIs. Support and application teams confirm acceptance and handover to BAU. Complete a lessons learnt. Continually monitor initial benefits realisation KPIs although usually monitored beyond project completion.
Continuous Improvement
Continuous Improvement
Continuous Improvement
The BAU application and support team will have been trained on upgrades and general system maintenance before cutover. The BAU teams including operation should review new features, enhancements and items depreciated in future releases to maximise the benefit from the project and ERP investment. The business should implement a regular review of business processes to ensure future opportunities are not missed. Likewise, training materials will need to be maintained to onboard new starters through natural turnover or acquisition.