What are AS-IS and TO-BE in ERP implementation?

The implementation and operation of the ERP system involves the company's organization, personnel, budget, time, etc. It is a large-scale management reform project. The ERP application itself is not simple and is not easy to succeed.

Company employees have different levels and their respective fields are different. Coupled with the ERP industry’s own reasons, employees’ knowledge and understanding of ERP vary greatly. Before implementing ERP, enterprise employees must be allowed to use ERP ideas to apply ERP, and they must not "put old wine in new bottles". This is the basis for the successful application of ERP.

1. First of all, you must understand the value of ERP software

To understand the value of ERP, you must have a real understanding of ERP. ERP is not only a simple substitute for employees' manual labor, but also a close combination of management ideas, IT technology and business applications. It is a tool for effective allocation of corporate resources. We must use ERP to achieve management goals and improve actual business performance. guiding principles.

The senior leaders of the enterprise must understand the value of ERP to the entire enterprise. Different ERP users must understand the value of ERP to their own positions and themselves, and clarify the needs of their positions for ERP. This is a reasonable Real value should not be turned into an illusory face-saving project. Only in this way can business managers and ERP users really pay attention to the implementation of ERP, enhance their initiative, and invest enough time and energy.

2. Have a sense of management and change, and change old working habits

There is nothing particularly mysterious about ERP itself, and the reason for most failures is because users are unwilling Give up your original work habits and always think that you are right. This is a matter of concept. Just like people who are prone to drowning are often not people who can't swim, but people who think they can, but actually don't know how to swim.

Changes in employees' working habits cannot be completely changed overnight, but employees must be made aware in advance that working habits must be changed! Employees must apply ERP with ERP ideas in mind.

The change in employees’ working habits is firstly about the training of ERP concepts, so that employees understand what ERP is and what the value of ERP is; secondly, it depends on the strong promotion of managers and the firm determination of senior leaders to implement ERP; thirdly, It is publicity, which is to promote the concept of ERP in the form of slogans, fables, illustrations, etc. where employees can see and hear it; fourth, it is a practical and reliable implementation plan and practical advancement, which cannot just blossom but not bear fruit; fifth, it is an incentive mechanism.

3. Cooperation mechanism with implementation consultants

Most ERP implementations are completed jointly by enterprises and implementation consultants. A successful ERP project must be based on equality and trust between both parties. , communication, debate, and coordination. Although they belong to different companies and have different interests, they have the same goal, which is the successful operation of ERP.

However, during the implementation of ERP, the project implementation site has evolved into a battlefield. Each party argued for their own interests, spending a lot of time and energy. For example, Party A said that you need to help with this function. I implemented it, but Party B said that this function cannot be implemented, Party A said that this function must be implemented, otherwise our business will not be able to run, and Party B said that this function software cannot be implemented and additional middleware is needed. Since the two parties began to quarrel non-stop, they took out the contract and brought in the leaders of both parties?

Of course, this is due to both parties’ speaking skills and ability to handle affairs, as well as pre-sales consultants and after-sales implementation consultants. The reason for the difference is more of a communication and collaboration mechanism between the two parties. Therefore, before ERP is implemented, all employees involved in the ERP project must understand their role in the entire project and the responsibilities of themselves and the implementation consultant. They must not fully trust the implementation consultant, let alone distrust it. The two parties must form a good interactive cooperation mechanism. .