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This report studies the different challenges posed during ERP implementation and attempts to come up with an ERP implementation roadmap which can address the challenges. It also discusses when it is better for businesses not to consider ERP as a solution to their integration problems.
Table of Contents
1 2 3 Introduction ............................................................................................................................................................... 3 Need of ERP in todays Business........................................................................................................................... 3 ERP implementation concerns & challenges....................................................................................................... 4 3.1 3.2 3.3 3.4 4 Management Commitment ........................................................................................................................... 4 ERP Integration ................................................................................................................................................ 4 Implementation Time & Costs ..................................................................................................................... 5 Business process Reengineering .................................................................................................................. 5
ERP implementation Roadmap .............................................................................................................................. 5 4.1 4.2 4.3 4.4 4.5 4.6 4.7 4.8 4.9 4.10 4.11 4.12 4.13 4.14 Define organization objectives ..................................................................................................................... 8 Business process Study .................................................................................................................................. 8 Need Analysis ................................................................................................................................................... 8 Selecting & Assessing the ERP software .................................................................................................... 8 GAP Analysis .................................................................................................................................................... 9 Business process reengineering ................................................................................................................... 9 System Design .................................................................................................................................................. 9 Defining the implementation team .............................................................................................................. 9 Identifying and creating data ......................................................................................................................... 9 Infrastructure preparation............................................................................................................................. 9 ERP Software deployment ........................................................................................................................... 10 Testing.............................................................................................................................................................. 10 Training ............................................................................................................................................................ 10 Post Implementation ..................................................................................................................................... 10
Examples of ERP Implementation failures ......................................................................................................... 11 5.1 5.2 Nike .................................................................................................................................................................. 11 Hershey............................................................................................................................................................ 11
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1 Introduction
An ERP package is so complex and vast that it takes several years and millions of dollars to roll it out. It also requires many far-flung outposts of a company to follow exactly the same business processes. In fact, implementing any integrated ERP solution is not as much a technological exercise but an "organizational revolution." Extensive preparation before implementation is the key to success. Implementations carried out without patience and careful planning will turn out to be corporate root canals, not competitive advantage. Several issues must be addressed when dealing with a vast ERP system. This report discusses the various issues faced during ERP implementation.
shown later that all the ERP implementation failures in todays business are due to lack of emphasis given to one or more of the steps in the implementation roadmap. To navigate through the long and intricate process of ERP implementation, the below navigation stages are defined
These high level structured stages are further expanded into more controllable discrete actions steps called the life cycle stages of ERP implementation.
coordination, i.e synergy that the software will help to achieve in working with other departments.
4.12 Testing
The ERP software is tested for the integrity, scalability and robustness with the new data. System is also subjected to stress testing that ensures proper usage and justifies the cost incurred.
4.13 Training
The employees in the organization are trained to make use of the system in the day to day and regular basis so as to make sure that it becomes a part of the system in the organization. Users are trained on the functionalities of the new ERP system. Detailed documentation and help files are shared in this stage.
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5.2 Hershey
When Hershey decided to upgrade its Information systems to SAP R/3 4.6, the company and its executives did not realize the problems they would face with its new order-taking and distribution computer system - a $112 million combination of software from ERP maker SAP, CRM provider Siebel and supply chain software from Manugistics. This issue kept Hershey from delivering $100 million worth of Kisses and Jolly Ranchers for Halloween in 1999, when the problem started. Eventually, Hershey sought help from Accenture and SAP to help its IT teams to complete the R/3 implementation. Back in 1999, of course, it was a terrifying new prospect for investors to consider: Could a failed computer project take down a Fortune 500 company? Hersheys stock price fell more than 8 percent on
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that September day, and the computer system mystery made the front page of The Wall Street Journal. Reasons for failure:System Design and testing failure: The ERP system was not designed to take high load, and it went live right about the time when orders were pouring in for Halloween. The system could not handle such high load of data and thus, the orders could not be fulfilled.
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conflicting policies and processes. In such a case, decision to implement ERP will not be feasible.
7 References
http://carl.sandiego.edu/gba573/ Appleton, E., "How to Survive ERP," Datamation, October 9, 1998. Davenport, T., "Putting the Enterprise into the Enterprise System," Harvard Business Review, July August 1998, Vol. 76, No. 4, pp. 121-131. Edwards, J., "Expanding the Boundaries of ERP," CIO, July 1, 1998. Stedman, C., "Global ERP Rollouts Present Cross-Border Problems," Computerworld, Vol. 32, No. 47, November 1998, p. 10. Sweat, J., "ERP -- Enterprise Application Suites are Becoming a Focal Point of Business and Technology Planning, InformationWeek, No. 704, October 26, 1998. www.cio.com
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