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m About Us

m What is an ERP?
m ERP Benefits
m Critical Success Factors (Top 5)
m Conclusion
 › 
Products for SAP® Business One in Retail,
Warehousing, Distribution
argest SAP® Business One Services Partner
in the world
nstallation, pleentation, ntegration and
Custoization Services
Strategic Partner for SAP Ecosyste
Opportunities

      
     
  
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m s a nae given to a software application that
allows sealess integration of data (both aster
and transactional) across all divisions and
departents of an organization

m t affects the ³Enterprise´ and the ³Resources´


allowing for their effective planning and
channelizing
m Consolidation of finance, sales & arketing, stocks &
inventories, anufacturing processes and HR iproving
coordination different business processes
m Real tie availability of Manageent nforation any tie,
any where
m Reduction in operational costs by overall reduction in
m inventory holding costs
m anpower costs
m lead ties and delivery ties
m proveent in Custoer Relationships and their
Manageent
m ast of all an opportunity to revisit and iprove old archaic
business process further aking an organization ore
nible and responsive
m s a fairly coplex exercise and is not quite the
sae as ipleenting any other T project
m pleentation should not be confused with
installation this can be an expensive confusion
m ERP pleentations are capital and resource
intensive
m ERP pleentations by their nature bring about
change you should be ready to accept the changes
doing business will not be the sae it will be far
ore easier
m Business Plan and Vision

m Top Manageent involveent and Support

m Business Processes

m Project Manageent

m Vendor Resources
m A clear business plan and vision to steer the
direction of the project
m Organizational readiness to ebrace change
D [ew technology (coputers and nternet)
D Additional skills (counication, inforation handling
and storage)

m Current processes v/s new processes (BPR)


m Coitent to release top executives for the
project
m BUDGET both tie and oney
m Should have dedicated involveent of C level
executives to take tiely decisions around
D budget and resource allocation
D resolving conflicts around business needs
m Enabling change anageent
m Participation in Steering Coittees to ensure
strategic business needs are getting incorporated
m Re-engineer business processes as the ERP is
gets ipleented
m Collation and docuentation of the existing
business processes
m Revisiting and Reengineering of business
processes
D iproving the efficiency of critical processes
D eliinating inefficient processes

m Receptive to best business practices as professed


by the ERP
m Adhering to ³[o Custoization´ philosophy
m Establishent of the scope of the ERP ipleentation
project
m Deterining the involveent of business units role
to responsibility atrix
m Definition of ilestones and critical paths
m Deadlines within the schedule and budget
m Definition change control procedures and enforcing
it
m Establishent of Steering Coittees
D Manageent Steering Coittee
D Operational Steering Coittee
m Effective Counication
m Credentials of the Vendor and the ERP Application
m Consultants both business and technical
m Enforceent of service level agreeents
m User Training and docuentation
m Post Production Support process of the vendor
m Clear dearcation between processes that should
be done by the vendor and inhouse tea
m perative to have top anageent involveent
at all levels of the project
m Software and Vendor selection should be based
on business needs and not on any other factor
m Organization should be geared up for substantial
cultural and business process changes
m Be patient it takes a while to start reaping the
benefits (alost twice the tie it takes to
ipleent)
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