Erp Systems
1. Overlooking the purpose of the ERP system. 2. Lack of commitment from top management. 3. Poor ERP system selection. 4. Poor project management. 5. Inaccurate data. 6. Ignoring user reluctance for new applications. 7. IT staff implementation issues. 8. Unrealistic expectations.
The CEO must be the custodian of ERP debate over who should serve as guardian over an organisation's ERP can be settled with one answer - the Chief Executive Officer.
My ERP is not integrated and I do not have an end-to-end view of the business
I regularly encounter executives and managers who complain that their ERP is not properly integrated or that they do not have an end-to-end view of products, costs, inventory, etc.
The implication is that the ERP is defective or that the wrong ERP was purchased. But this is not accurate.
Such problems are indicative of a poorly configured ERP which has not been implemented with end- to-end strategic information objectives in mind.
The most significant reason for this problem is inappropriate governance of the ERP project during the implementation - and the key issue here is that the only person who can provide this governance is the CEO and the CEO is seldom the custodian of the ERP implementation project, or, for that matter, the operation of the ERP.
The worst big brand ERP implementation I ever saw reported to the Legal Affairs executive - they had an amazing contract but the rest of the implementation was a mess and the contract was worthless.
ERP under finance - a historical disservice to business
Historically ERP has mostly resided under finance. The result is that finance irritates other functions by forcing cooperation and, more seriously, the ERP implementation ends up as a finance implementation with the other operational elements tacked on as an afterthought.
The worst example I ever encountered was a big brand ERP with a domineering Chief Financial Officer who forced everything from people, to
The CEO must be the custodian of ERP debate over who should serve as guardian over an organisation's ERP can be settled with one answer - the Chief Executive Officer.
My ERP is not integrated and I do not have an end-to-end view of the business
I regularly encounter executives and managers who complain that their ERP is not properly integrated or that they do not have an end-to-end view of products, costs, inventory, etc.
The implication is that the ERP is defective or that the wrong ERP was purchased. But this is not accurate.
Such problems are indicative of a poorly configured ERP which has not been implemented with end- to-end strategic information objectives in mind.
The most significant reason for this problem is inappropriate governance of the ERP project during the implementation - and the key issue here is that the only person who can provide this governance is the CEO and the CEO is seldom the custodian of the ERP implementation project, or, for that matter, the operation of the ERP.
The worst big brand ERP implementation I ever saw reported to the Legal Affairs executive - they had an amazing contract but the rest of the implementation was a mess and the contract was worthless.
ERP under finance - a historical disservice to business
Historically ERP has mostly resided under finance. The result is that finance irritates other functions by forcing cooperation and, more seriously, the ERP implementation ends up as a finance implementation with the other operational elements tacked on as an afterthought.
The worst example I ever encountered was a big brand ERP with a domineering Chief Financial Officer who forced everything from people, to